Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
2022, 16th year
18 August to 13 October 2022
ONLINE
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORPA Embankment house built on the raised land in the old castle town of Fukuchiyama.

Proceedings of
UNESCO Chair Programme on
Cultural Heritage and Risk Management

INTERNATIONAL TRAINING
COURSE (ITC) on DISASTER RISKMANAGEMENT of
CULTURAL HERITAGE,
Ritsumeikan University
in collaboration with ICCROM
2022, 16th year
18 August to 13 October 2022
ONLINE
Organized by Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University (R-DMUCH), Kyoto, Japanin collaboration with the International Centre for the Study ofPreservation and Restoration of Cultural Property (ICCROM)
and contributed by UNESCO, ICOM, ICOMOS/ ICORP

Date of Publication: February 2023
Published by: Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University
58 Komatsubara Kitamachi, Kita-ku, Kyoto 603-8341 Japan
In collaboration with: ICCROM
Authors: Participants of the ITC 2022
Coordinated by: Dowon KIM, UNESCO Chair Holder, Associate Professor, Ritsumeikan University
Lata SHAKYA, Associate Professor, Ritsumeikan University
Rohit JIGYASU, ICCROM Project Manager
Edited by: L ata SHAKYA, Associate Professor, DMUCH, Ritsumeikan University
Aya MIYAZAKI, Senior Researcher, DMUCH, Ritsumeikan University
Min LI, Senior Researcher, DMUCH, Ritsumeikan University
Dowon KIM, UNESCO Chair Holder, Associate Professor, Ritsumeikan University
Rohit JIGYASU, ICCROM Project Manager
Printed by: H
 OKUTO Printing Co., Ltd.
38-2 Shimogamo Takagi-cho, Sakyo-ku, Kyoto Japan© All rights reserved.
No part of this book may be reproduced, restored in retrieval system, or transmitted in any form without the written
permission from the Publisher.

Preface
The “Institute of Disaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH)” wasestablished as a permanent research institution in 2013 and has handed over activities from former organization as “Research Center for Disaster Mitigation of Urban Cultural Heritage” which was started by Prof.
Kenzo Toki from 2003.

The “UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage” started from 2006 as one of our important educational activities, and fortunately we can continue it up to thisyear supported by UNESCO, ICCROM, ICOM, ICOMOS/ICORP and various national and international organizations. We are very much fortunate to have NICH, (the Independent Administrative Institution National
Institutes for Cultural Heritage in Japan) that has supported us to provide the educational resources andlessons which are the integrated protection systems of cultural heritage in Japan. I would like to thankthese colleagues for supporting us and participants from all over the world. The purposes of this training
course are the education of practical experts in each and both fields of cultural heritage conservation anddisaster risk management, and the development of a draft plan for disaster risk management to secure thesafety of people and cultural value in each cultural heritage site and historical city. I hope these plans will
be actual projects in each country and contribute to cultural advancement in the world.
Due to COVID-19 pandemic, ITC 2022 was conducted online. In spite of various challenges due to the pandemic situation, it was successfully completed by huge contributions from our overseas colleagues andcolleagues in Japan. I sincerely appreciate all the colleagues for their support of ITC 2022.
The theme of ITC 2022 was “Traditional knowledge for disaster risk management of cultural heritage”.
Through living in hazard-prone areas and experiencing frequent natural hazards, local communities andindigenous peoples have developed traditional knowledge related to disasters in their localities. The
course focuses on those traditional knowledge with the basic concept and phases of DRM cycle: risk assessment, mitigation, preparedness, emergency response, recovery, and policies and frameworks including the international perspectives on policies and frameworks. The related videos of lectures and site visits, interactive live sessions with group works and workshops, and mentoring sessions aimed atdeveloping participants’ individual projects were prepared to meet the learning contents of the online
course as close to face to face courses that we have organized since 2006.
The outcomes were remarkable although the training was short and virtual. Some of the participants havealready begun to implement their pilot project on their sites.
Thank you all again for supporting this activity, and please keep in touch with us for joining efforts towards transferring our cultural heritage to the next generation.
Takeyuki OKUBO,
UNESCO Chair Holder Professor,
Professor, Department of Environmental and Civil Engineering,
Ritsumeikan University

Preface
Since 2006, the Institute of Disaster Mitigation for Urban Cultural Heritage at Ritsumeikan University(R-DMUCH), Kyoto, Japan in close collaboration with the International Centre from the Study ofPreservation and Restoration of Cultural Property (ICCROM) has been working towards capacity buildingin the area of disaster risk management of cultural heritage as part of the UNESCO Chair Programme on
Cultural Heritage and Risk Management; one of the unique programmes on this theme in the world. The
target groups for this course include government institutions, departments, universities, NGOs and private
consultants from cultural heritage, as well as relevant disaster management fields. The course is based on
lectures by eminent experts, field visits, exercises and discussions. From the inception of the course in2006 until 2021, nearly 180 professionals from more than more than 72 countries have been trained
through this annual course that is held in Kyoto and other historic sites in Japan such as Minamisanriku
Cho (East Japan), Nara, Himeji, Kobe, Sasayama and Takeda .
Since 2020, COVID-19 pandemic has caused unprecedented health crisis and global disruption, but it has
also brought forward immense potential for harnessing web-based platforms for communications andtraining, in times when travelling and face to face activities have become extremely challenging. While in2020, R-DMUCH and ICCROM organized webinars and online workshops with former participants and resource persons in place of annual training, since 2021 we decided to take up the challenge of organizing
online training course on disaster risk management of cultural heritage. Following extensive discussions
among the organizing team and the resource persons, innovating course structure that included two online interactions of two and a half hours duration each week along with host of teaching resources including lecture and field visit videos, group exercises, interactive workshops and preparation of case study
projects by the participants under the mentorship of resource persons. While Zoom was used as virtual
platform for the online sessions and discussions, ‘Slack’ proved to be immensely useful for formal and informal communication among the resource persons and participants. At the end of the course, participants made presentations of their case study projects and were given valuable feedback by the resource
persons. All the teaching resources as well as participants’ case studies were posted on google drive foreasy access by everyone. Following this structure, the second online training course was held from 18th
August to 13th October 2022
As we move towards post-COVID times, it is time for us to reflect on how we should continue capacity
building on the disaster risk management of cultural heritage by tailoring the existing knowledge andskills, identifying and filling gaps in terms of knowledge areas/topics, target audience, and pedagogy
based on the lessons learnt from this pandemic. We will continue to build on the rich experience that wehave gathered through online training this year and do hope that even when we return to face to facetraining, we will be able to integrate some of these virtual learning methods in a hyrid format. The pandemic period has indeed provided us valuable time to pause, reflect and reconfigure not just the focus areas of disaster risk management that have paid little or no attention to biohazards but also explore innovative ways of teaching and learning using virtual mediums that are now at our disposal. R-DMUCH and
ICCROM will continue to strengthen their collaboration to meet these emerging challenges and opportunities and reduce disaster risks and build resilience of our cultural heritage around the world.
Rohit JIGYASU
Project Manager Urban Heritage,
Climate Change and Disaster Risk Management
ICCROM
Vice President, ICOMOS International Scientific Committee on Risk Preparedness

Table of Contents
Preface3

1.

9Introduction

1.1 Background and Objectives of The 16th International Training Course 2022
1.2	Timetable of International Training Course (ITC) on

Disaster Risk Management of Cultural Heritage 2022, 16th year,
Ritsumeikan University

2.

Outline of Disaster Risk Management Plans for Case Study Projects
by ITC 2022 Participants

2.1	Disaster Risk Management Plan for the Building of the Institute for

Restoration of Dubrovnik in World Heritage Site, Dubrovnik, Croatia
by Amalija Pavlić

2.2	Disaster Risk Management for the Former Canterbury Provincial Council
Buildings and Grounds
by Amanda Ohs

2.3	Disaster Risk Management Plan for A Century-old Temple:
Tamsui Fuyou Palace, Taiwan
by Chao-Shiang Li

2.4	Cultural Heritage Resiliency Plan: an Interactive Protection Plan

Focused on Enhancing Preparedness Capacity for the City of Musicby Chris Soliz

2.5	Built Heritage Disaster Risk Management Plan Pilot in the Canadian Rocky

10

36

39

40

46

53

61

Mountains National Parks: Twin Falls Tea House National Historic Site Draft DRMP
by Evan Oxland

68

by Federico Zaina

74

2.6	Disaster Risk Management Plan for the Old Town of Craco, Italy

2.7	Disaster Risk Management Plan for Le Morne Cultural Landscape World Heritage
Property in Republic of Mauritius
by Jean François Lafleur

2.8	Development of a Disaster Risk Development Plan for Casa

Popenoe-Francisco Marroquin University in Antigua Guatemala
by Martin Fernández-Ordóñez

2.9	Disaster Risk Management of Persepolis World Heritage Site
– Multi-hazard and place approachby Masoud Nakhaei

2.10	The Natural History Museum of Valparaiso– Disaster Risk Management Plan Report

81

91

96

by Michel De L’Herbe

102

by Natalie A. De La Torre Salas

109

2.11	Disaster Risk Management Draft Plan for Pineland Archaeological Site Complex
2.12	Disaster Mitigation Management Eastern Mamluk Necropolis in Cairo:
Sultan Barsbãy Hospice Case study
by Raghda El-Nezory

2.13	Beiteddine Palace, Chouf - Lebanon– Conflict Based Disaster Scenario and a Proposed DRM Plan
by Rana N. Dubeissy

122

by Suraj Gautam

132

Appendix

139

List of Participants

142

2.14	Disaster Risk Management Plan of Changu Narayan Temple

3.

115

List of Resource PersonsPhotos of ITC 2022

140
144

1 Introduction

1.1 Background and Objectives of
The 16th International Training Course 2022

Disasters and Cultural Heritage

The recent conflict in Ukraine, the COVID-19 pandemic and disasters such as fires in the Notre-Dame deParis in 2019 and National Museum of Brazil in 2018, earthquakes in Central Mexico in 2017, Myanmar and
Italy in 2016, Nepal in April and May 2015, Haiti and Chile in 2010, earthquake and cyclones in Philippines
in 2014, fires in Lijiang, China in 2013 and 2014, the devastating tsunami in North East of Japan in 2011
have caused enormous loss of life, property and cultural heritage, both in its tangible and intangible aswell as movable and immovable manifestations. This disaster has once again shown that cultural heritage,
including historic buildings, archaeological sites, historic cities and cultural landscapes, is highly vulnerable to disasters caused by natural as well as human induced hazards such as earthquake, the Tsunami, fire,
floods, cyclones/typhoons, armed conflict, theft and terrorism. These may also cause secondary hazards
such as the Tsunami, landslides and fires thereby exacerbating the damage to cultural heritage. Climate
Change is further causing increase in the frequency and intensity of hydro-meteorological hazards such as
floods and typhoons/cyclones.
Therefore, it is important to undertake proactive measures that can reduce risks to cultural heritage fromthese catastrophic events through adequate mitigation and preparedness measures. During emergency
phase, the challenge is how to assess damage and stabilize built heritage properties, which are at risk ofdemolition as well as salvage movable heritage fragments and collections and assess their damage. The
long-term challenge during recovery phase is how to repair and retrofit them and undertake reconstruction that respects tangible as well as intangible heritage values while reducing vulnerabilities.
In the light of these challenges, comprehensive disaster risk management is essential for the protection ofcultural heritage from disasters. Therefore, Cultural Heritage and Risk Management project of Institute ofDisaster Mitigation for Urban Cultural Heritage, Ritsumeikan University (R-DMUCH) aims to organize theInternational Training Programme to build the institutional capacity needed to formulate comprehensive
disaster risk management plans that are based on the characteristics of cultural heritage and nature ofhazards to which the region is exposed.

101.1 Background and Objectives of The 16th International Training Course 2022

Fig.1 World Heritage Sites Located in the Earthquake Zones 2008
Table 1 Regional
Distributionof World
Heritagesites
sites locatedonon
thetheEarthquake
Zones Zones
Tab. 1 Regional
Distributionof World
HeritagelocatedEarthquake

Region100-200 km

100

91
1
3
10

2
10
2
2
10

1

1
11
1
1
1
4

3
1
1
8
6

16
1

6
35

8
23

13

8
2
18
109

36
136

Within

200km
191
27%
1
14%
5
45%
20
59%
2
22%
3
14%
21
42%
1
2%
0
0%
2
100%
1
100%
7
21%
1
7%
1
2%
24
57%
7
39%
0
0%
14
29%
58
45%
0
0%
21
40%
2
2%
54
31%
245
28%

Over 200km
513
6
6
14
7
18
29
56
14

27
13
49
18
11
7
34
70
16
31
87
120
633

73%
86%
55%
41%
78%
86%
58%
98%
100%
0%
0%
79%
93%
98%
43%
61%
100%
71%
55%
100%
60%
98%
69%
72%

Total
704
7
11
34
9
21
50
57
14
2
1
34
14
50
42
18
7
48
128
16
52
89
174
878

Introduction

Cultural/Mix
Australia/New Zealand
Caribbean
Central America
Central Asia
Eastern Africa
Eastern Asia
Eastern Europe
European Russia
Melanesia
Middle Africa
Northern Africa
Northern America
Northern Europe
South America
Southeastern Asia
Sothern Africa
Southern Asia
Southern Europe
Western Africa
Western Asia
Western Europe
NaturalTotal

0-100 km11

Institute of Disaster Mitigation for Urban Cultural Heritage,
Ritsumeikan University and Its Training Course

The International Training Course on Disaster Risk Management of Cultural Heritage is a follow-up of therecommendations adopted at the Special Thematic Session on Risk Management for Cultural Heritage
held at UN-WCDR (World Conference on Disaster Reduction) in January 2005 in Kobe, Hyogo, Japan. Oneof these recommendations advocated the need for the academic community to develop scientific research, education and training programs incorporating cultural heritage in both its tangible and intangible manifestations, into disaster risk management. The importance of strengthening knowledge, innovation and education to build a culture of disaster prevention at WH properties was reiterated also by theWorld Heritage Committee at its 30th session (Vilnius, Lithuania, July 2006).
Furthermore, the “Declaration”, adopted at the International Disaster Reduction Conference (IDRC) of
Davos (August 2006) confirmed that “concern for heritage, both tangible and intangible, should be incorporated into disaster risk reduction strategies and plans, which are strengthened through attention to cultural attributes and traditional knowledge”. The Sendai Framework on Disaster Risk Reduction recently adopted at the World Conference on Disaster Risk Reduction in Sendai, Japan has further highlighted theimportance of protecting cultural heritage from disasters. Cultural heritage has also been included one of
the sectors in the new ten essentials that have been adopted by UNISDR’s resilient city campaign.
In response to these recommendations by the international community, the Institute of Disaster
Mitigation for Urban Cultural Heritage at Ritsumeikan University (R-DMUCH) has been acting as a focal
point for organizing international research, training and information network in the field of cultural heritage risk management and disaster mitigation. Besides R-DMUCH also functioned as the international secretariat for ICOMOS-International Scientific Committee on Risk Preparedness (ICORP) from 2011 to 2014
and many resource persons of the course are expert members of the Scientific Committee.
180 participants in total from 72 countries have participated in our training courses till date. These participants are from East Asia (China, Indonesia, Japan, Laos, Malaysia, Myanmar, Philippines, South Korea,
Thailand and Vietnam), South Asia and South East Asia (Afganistan, Bangladesh, Bhutan, India, Maldives,
Nepal, Pakistan and Sri Lanka), Oceania (Australia, Fiji, New Zealand and Palau), North America (USA),
Central and South America (Argentina, Brazil, Chile, Colombia, Ecuador, Haiti, Honduras, Jamaica, Mexico,
Panama and Peru), Europe (Albania, Armenia, Belgium, Bosnia and Herzegovina, Croatia, France, Georgia,
Italy, Kosovo, Latvia, Moldova, Netherlands, Portugal, Romania, Serbia, Spain, Switzerland and Turkey),
Middle East (Iran, Iraq, Jordan, Palestine and Syria), Africa (Egypt, Ethiopia, Ghana, Kenya, Malawi, Morocco,
Nigeria, South Africa, Tanzania, Uganda and Zimbabwe).

12

1.1 Background and Objectives of The 16th International Training Course 2022

Objectives and Methodology of the Training Course

The main objective of the course is to provide theoretical and practical knowledge on various aspects ofdisaster risk management of cultural heritage. In particular, the course provides interdisciplinary training to:

heritage by analyzing their vulnerability to natural and human induced hazards that can cause disasters;✓	Undertake an integrated risk assessment of tangible and intangible, immovable and movable

cultural heritage by analyzing their vulnerability to natural and human induced hazards that can
Buildintegrated system for disaster risk management of cultural heritage, incorporating various
cause disasters;

measuresaimed at system
reducing
responding
to disasters
and recovering
them. various✓	
Build integrated
forrisks,
disasterrisk managementof cultural
heritage,fromincorporating

measures aimed at reducing risks, responding to disasters and recovering from them.
✓	Formulate disaster risk management plans for cultural heritage that correspond to the local/ur Formulate disaster risk management plans for cultural heritage that correspond to the local/urban,ban, national and regional plans and policies for disaster risk management and development as
national
regional plans
andandpolicies
formechanisms;
disaster risk management and development as well aswell asand
humanitarian
response
recoveryhumanitarian
response
andmethodologies
recovery mechanisms;✓	
To learn practical
tools,and skills for disaster risk management of cultural heritage such as cost benefit analysis, value assessment, budgeting and communication methods
stakeholders ranging from the decision makers to local communities; and To withlearnvarious
practical
tools, methodologies and skills for disaster risk management of cultural heritage such✓	Strengthen the international scientific support network in order to build the institutional capacias cost benefit analysis, value assessment, budgeting and communication methods with various
ty needed to formulate comprehensive disaster risk management plans that are based on thestakeholders
rangingfrom thedecision
local communities;
characteristics
of cultural
heritageand makers
nature oftohazards
in the nationalandand regional context.
The
comprises
lectures, site visits,
workshops,
pre- needed course
Strengthen
the international
scientificsupportdiscussions,network inteam
orderprojects
to buildand
the individual/group
institutional capacity
sentations. Participants are expected to actively participate throughout the course. The course aims at
to formulate comprehensive disaster risk management plans that are based on the characteristics ofpromoting the development of collaborations and network building among scholars and professionals in

14th International Training Course on
Disaster Risk M anagement of Cultural Heritage 2019
Planning Process of Disaster Risk Management for Cultural Heritage

THEORY and METHODOLOGY
for Disaster Risk M anagement ofCultural Heitage

LECTURESS ITE VIS ITSCAS E S TUDIES on
Disaster Risk M anagement inKyoto,
Kobe,
Hirafuku
andKyoto andDisaster
Affected
Areas
in Castle
Japan
Takeda

FORMULATION of Disaster Risk Management Plan
INTERACTIVE WORDKSHOPSCASE STUDY PROJECTS: Formulating Disaster Risk M anagement for
Cultural Heritage in Participants' Countries

Fig.2 The structure of International Training Course on Disaster Risk Management of Cultural Heritage

Based on the knowledge obtained from lectures, site visits, and exercises through interactive workshops, thetraining course also sets the goal of raising planning skills in disaster risk management of cultural heritage,
13

by having each participant formulate outline of a DRM plan of a case study site or museum from theIntroduction

cultural heritage and nature of hazards in the national and regional context.

cultural heritage protection. This course is provided scientific support by UNESCO and the International
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
The course
comprises obtained
lectures,fromsite lectures,
visits, workshops,
discussions,team projects
andindividual/groupBasedon the knowledgesite visits, andexercises throughinteractive
workshops,
presentations.
Participants
aregoalexpected
to planning
actively skills
participate
throughout
the course.
The coursethetraining course
also sets theof raisingin disasterrisk managementof cultural
heri- aims attage,byhavingeachparticipant
formulateoutline
of
a
DRM
plan
of
a
case
study
site
or
museumfromthepromoting the development of collaborations and network building among scholars and professionals
inparticipant’s home country in line with the country’s respective social, economic and institutional context.
cultural heritage protection. This course is provided scientific support by UNESCO and the International
In order to do so, the Institute asked the selected participants to collect relevant data/information related
Centre for the Study of the Preservation and Restoration of Cultural Property (ICCROM).
to the cultural heritage, hazard characteristics and local context before coming to Japan.

Sub Theme of 2022 International Training Programme:
Traditional knowledge for disaster risk management of cultural heritage

Through living in hazard-prone areas and experiencing frequent natural hazards, local communities andindigenous peoples have developed traditional knowledge related to disasters in their localities. This in-cludes knowledge of the components of disaster risk, though most often in their own language and withdefinitions in the context of their respective cultures as well as local ways of risk reduction, preparedness,
response, and recovery. It also includes crucial aspects such as the role of local formal and informal governance structures, kinship and other social networks, and various cultural aspects.
Traditional knowledge has allowed communities to thrive and build capacity in challenging physical landscapes and multi-hazardous environments, as well as in various socio-economic, political, and culturalcontexts. It is apparent that traditional knowledge is a critical component of how communities across theglobe reduce and manage disaster risks in their respective localities. However, and more recently, there isan increased interest in utilising principles behind this type of knowledge in wider disaster risk reduction
policies and practice, beyond communities themselves. Moreover, traditional knowledge has the huge
possibility of utilizing the learnings on disaster risk reduction gained through trials and errors over time,
for disaster risk management in the current context. The 2015 Sendai Framework of Disaster Risk
Reduction underlines the importance of addressing the needs and the role of traditional knowledge intackling disaster risks.
This year, ITC will focus on the roleof traditional knowledge in disaster risk management. Japan ishome to a variety of frequently occurring disasters, which can cause
wide-ranging damage to its cultural resources. This has resulted in
the development of a rich wealthof traditional knowledge that cancontribute towards disaster risk
management. Various organizations have taken specialized measures which are based on traditional knowledge for mitigation,
preparedness, emergency response, and post-disaster recoveryof cultural heritage. These measures, developed in response to local geographical, climatic, and social characteristics related to theJapanese context as well as fromother parts of the world will be introduced to the participants during
this interdisciplinary training.

Fig. 3 A traditional waterway for initial fire extinguishing in Gujo Hachiman, Gifu

14

1.1 Background and Objectives of The 16th International Training Course 2022

Previous International Training Courses (2006-2021)
ITC 2006

In 2006, which was the first year for this course, eight participants from four countries were invited; namely India and Pakistan, which were struck by a great earthquake in 2005 in Kashmir; Indonesia, which suffered the Indian Ocean Tsunami triggered by the Sumatra Earthquake in 2004 and the Earthquake on theJavanese Island in 2004; and Korea, which had suffered a big forest fire.

ITC 2007
In 2007, R-DMUCH exchanged MOU with ICCROM and established a criterion for choosing participants
with the support of ICCROM. As a result, eight trainees from Bangladesh, China, Peru and Philippines wereinvited for the training course.
Based on the experience of 2006 training course, it was decided to make a closer relation between the lectures, site visits, and workshops. Therefore in 2007, several related sets of lectures were held in the mornings and workshops in the afternoons. Based on these, discussions were facilitated by the instructors sothat the trainees were able to reflect more effectively on the challenges for cultural heritage disaster management within their own context.

Introduction

ITC 2008
The 2008 training course actively built upon the rich experience gathered during the courses held in theprevious two years. This year had participants from five countries from Asia and Europe, namely Nepal,
Bhutan, Iran, Serbia and Chinese Taipei. Effort was made to make this year’s course, more field-based bydrawing upon the unique opportunity offered by the location of important World Heritage Sites in Kyoto
such as Kiyomizu-dera and Ninna-ji temples. Most of the workshops were, therefore, based on field work
undertaken by the participants in these sites. This year’s course also put greater emphasis on exposing theparticipants to the methodology for undertaking disaster risk assessment for cultural heritage sites.
ITC 2009
The 2009 training course further evolved on the basis of rich feedback provided by the participants of the
training courses from previous years. In response to the need for making the course more relevant to specific requirements and constraints of the developing countries, it was decided to organize the course partly in Japan and partly in Nepal.
Moreover, for the first time, the training course had a specific theme, namely “Earthquake risk management of Historic Urban Areas”. For this purpose, Kyoto and Kathmandu, two historic cities with rich cultural heritage but extremely vulnerable to earthquakes, were chosen as the case study sites for undertaking field exercises during the training course.
The first week of the course was organized in Japan and it focused on familiarizing the participants withthe basic methodology for risk assessment and management for cultural heritage properties. The participants were shown various disaster prevention facilities developed for numerous cultural heritage sites in
Kyoto. Second week in Kathmandu focused on the earthquake vulnerability and capacity of the World
Heritage Monument Zone of Patan and its surrounding historic urban area, both at building and area levels.
The UNESCO Chair programme was built upon the four years of very rich experience gained through very
active participation of lecturers from Japan and abroad, as well as the international participants from various countries from Asia, Europe and the Caribbean and was further enriched by the contents of the training course in subsequent years.

15

ITC 2010

Fifth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage 2010

was held from 13 to 26 September 2010 in Kyoto, Kobe and Sasayama, Japan. In the light of destructive
Haiti earthquake on January 2010, this fifth International Training Course especially focused on emergency response and long term recovery of wooden and masonry composite Cultural Heritage from disasters. It was attended by 11 participants from 5 countries; Bhutan, Palau, Peru, Serbia and Turkey.

On the final day of the course, the international symposium titled “How to protect Cultural Heritage from
Disaster; Risk Preparedness and Post Disaster Recovery” was organized by Ritsumeikan University and theICOMOS International Committee on Risk Preparedness (ICORP). In the symposium, the current challenges
for protection of cultural heritages taking into account the context of post disaster recovery was discussed
in great depth with international experts from UNESCO, ICOMOS, ICORP and a representative of KyotoGokoku-ji Temple; World Cultural Heritage site in Kyoto.
ITC 2011
Sixth UNESCO Chair International Training Course on Disaster Risk Management of Cultural Heritage washeld from 10 to 24 September 2011 in Kyoto, Kobe and Tohoku area of East Japan. In the light of increasing vulnerability of rapidly urbanizing settlements, the course focused on “Integrated Approach for
Disaster Risk Mitigation of Historic Cities”. The course was attended by 11 participants from 8 countries;
Columbia, Jamaica, Kenya, Uganda, China, Mexico, India and Bangladesh.
ITC 2012
Seventh International Training Course on Disaster Risk Management of Cultural Heritage held during
September 2012 in Kyoto, Kobe and Tohoku area of East Japan focused on sustainable recovery of cultural
heritage. Accordingly the theme of the course was “From Recovery to Risk Reduction for Sustainabilityof Historic Areas”.
ITC 2013
The theme of the 8th UNESCO Chair International Training Course on Disaster Risk Management ofCultural Heritage was “Reducing Disaster Risks to Historic Urban Areas and Their Territorial Settings
through Mitigation”. The course focused on policies and planning measures for mitigating risks to cultural heritage from multiple hazards such as earthquakes, floods, landslides and fires, especially in rapidly urbanizing context of developing countries. Special techniques for mitigating risks from earthquakes andfires were also highlighted besides policies, planning and design interventions for long term restoration
and rehabilitation of cultural heritage following disaster through a special workshop in the area affectedby the Great East Japan Disaster in 2011.
ITC 2014
One of the main reasons for extensive damage to cultural heritage is due to fires resulting from natural(bush/forest fires) or human induced causes (arson, chemical or bomb explosion, poor electric wiring or
during renovation works). Also fires can result from earthquakes as was the case during 1995 Great
Hanshin Awaji earthquake in Japan. Considering these issues, the 9th UNESCO Chair International Training
Course on Disaster Risk Management of Cultural Heritage focused on “Protecting living cultural heritage
from disaster risks due to fire”. Policies and planning measures for reducing fire risks to cultural heritage
especially in rapidly urbanizing context of developing countries, special techniques for fire prevention andmitigation, emergency response as well as interventions for long term restoration and rehabilitation ofcultural heritage following disaster were discussed during 2014 course.

16

1.1 Background and Objectives of The 16th International Training Course 2022

ITC 2015

Earthquakes and floods cause immense damage to cultural heritage. Recently devastating earthquakes in
Nepal in 2015, 2013 earthquake in Philippines, North Italy earthquake of 2012 caused vast damage to cultural heritage. Moreover 2014 floods in Balkan region, 2011 floods in Thailand and 2010 floods in Pakistan

also caused damage to historic towns and archaeological sites such as Ayutthaya. While vulnerability ofcultural heritage to earthquake and floods is increasing more than ever before, there are many examplesof traditional knowledge systems developed by communities for mitigating against earthquakes andfloods. Considering these issues and challenges the 10th International Training Course focused on theprotection of cultural heritage from earthquakes and floods, and other associated hazards.

ITC 2016
Climate change is increasing the frequency of disasters caused by hydro-meteorological events such as
heavy rainfall, flash floods, cyclones, typhoons and storm surges. As a result, many heritage sites located in
global hot spots such as coastal areas especially below sea level are exposed to risks of inundation greaterthan ever before. Also, there might be low frequency high intensity incidents of flooding that may trigger
landslides along mountain slopes. Moreover, climate change resulting in higher temperatures increased
incidents of wild fires putting cultural heritage located in forested areas to greater risk than ever before.
The 11th International Training Course specially focused on the protecting cultural heritage from risks ofnatural disasters including those induced by climate change.

Introduction

ITC 2017-2018-2019
The courses focused on the integrated approach for movable and immovable heritage for disaster risk
management of heritage sites as well as museums and its collections before, during and after a disastersituation.
ITC 2020 Alternative Programme
ITC training course was not conducted due to COVID-19 pandemic. However, as an alternative programme, we conducted webinar series “Capacity Building for Disaster Risk Management of Cultural
Heritage: Challenges and Opportunities in Post-COVID Times” (on 27 June and 4 July 2020) and a workshop “Good Practices for Disaster Risk Management of Cultural Heritage” (on 8 to 10 October 2020).
The webinar series aimed to discuss the future directions of cultural heritage management through presentations by resource persons of ITC. Webinar was structured with two parts. The first webinar focusedon the stages before the disaster that is “Disaster mitigation and Preparedness” and the second webinar
focused on the stages after the disaster that is “Disaster response and recovery”.
The workshop aimed to showcase various projects on disaster risk management of cultural heritage undertaken by the former participants of ITC since 2006. It also aimed to review the activities of ITC since2006 and works towards building a stronger network among the ITC resource persons and the former ITC
participants.
ITC 2021
The subtheme of the course was “Disaster Risk Management of Cultural Heritage: Learning from theJapanese Experiences”. The course was focused on Japanese experiences in each of the phases of DRM
cycle: Risk assessment, Mitigation and preparation, Emergency response, Recovery, and Policies andframeworks. Due to COVID-19 pandemic, the course was conducted online. And to provide a more effective online course, three sessions were prepared for each phase, of which were as follows: preparatory session (lecture videos, site visit videos), interactive live session (workshops, group work, group discussions)and post-interactive session (case study project preparation).

17

Organizers and Participants

The training course is organized in close cooperation with ICCORM and in collaboration with the UNESCO,ICOM, ICOMOS/ ICORP, and relevant institutions of the government of Japan.

Participants List of the Previous Training Courses

Following is a list of annual participants and observers for the Training Course from each year. It is in theorder of Name (Country), Work Position and Affiliation, and the Cultural Heritage Site where each participant generated his/her DRM Plan.
No

Name(Country)

Work Position and Affiliation

DRM Plans of Cultural Heritage
Formulated by the Participants

ITC 2006, the 1st year
Poonacha KODIRA(INDIA)

Director (Conservation),
Ministry of Tourism and Culture
Archaeological Survey of India

2

Anup KARANTH(INDIA)

Project Coordinator,
Urban Earthquake Vulnerability
Reduction Project, United Nations
Development Programme (UNDP)
India

3

Sektiadi(INDONESIA)

Lecturer,
Dept. of Archaeology, Faculty of
Culture Sciences, Gadjah Mada
University

1

4

Manggar AYUATI(INDONESIA)

Supervisor of Rescue
on Preservation Division,
Dept. of Cultural and Tourism, Center
for Preservation of Cultural Heritageof Yogyakarta Province

5

Fauzia QURESHI(PAKISTAN)

Head of the Departmentof Architecture,
National College of Arts, Lahore

Hussain KHADIM(PAKISTAN)

Coordinator,
Disaster Management Desk RDPI,
Rural Development Policy Institute7

Seok JEONG(SOUTH KOREA)

Government employee of Modern
Construction Field,
Tangible Cultural Heritage Bureau,
Cultural Heritage Administration,
Republic of Korea

8

Woongju SHIN
(SOUTH KOREA)

Concurrent Professor,
Dept. Interior Architecture, Chosun
College of Science and Technology

6

18

Qutb Minar and its Monuments,
Delhi, WHS

Prambanan Temple Compounds,
WHS and its Surrounding
Environment

Rohtas Fort, WHS

Historic Villages of Korea: Hahoe,
WHS in Andong City

1.1 Background and Objectives of The 16th International Training Course 2022

ITC 2007, the 2nd year
1

A.K.M. Monowar
Hossain AKHAND(BANGLADESH)

Deputy Secretary,
Ministry of Home Affairs, GOVT. of
Bangladesh

2

Md. Rafiqul ALAM(BANGLADESH)

Executive Director,
DWIP UNNAYAN SONGTHA (DUS)

Shijun HE(P.R. CHINA)

Officer of Protection ＆ Construction
OfficeProtection and Management Bureauof World Cultural Heritage Site - the
Old Town of Lijiang

3

Staff of Engineering ＆ Project Dept.
Protection and Management Bureauof World Cultural Heritage Site - the
Old Town of Lijiang

5Maria Del Carmen
CORRALES PEREZ(PERU)

Instituto Nacional De Cultura
Architect of the conservation and
Restoration Sub Direction

6

Partricia Isabel
GIBU YAGUE(PERU)

Chief of Laboratory of Structures,Japan-Peru Center for Earthquake
Engineering Research and Disaster
Mitigation

7

Glen CONCEPCION(PHILIPPINES)

City Disaster Action Officer and City
Environment & Natural Resources
Officer,
City Government of Vigan

8

Eric QUADRA(PHILIPPINES)

Old Town of Lijiang , WHS

Historic Centre of Lima, WHS

Introduction

4

Cuiyu HE
(P.R. CHINA)

Lal Bagh Fort, Dhaka, Bangladesh

Historic Town of Vigan, WHS

Architect, LGU-Vigan City

ITC 2008, the 3rd year
Choening DORJI(BHUTAN)

Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home & Cultural Affairs
Royal Government of Bhutan

2

Karma TENZIN(BHUTAN)

Civil Engineer,
Tashichhodzong Maintenance
Division, Dzongkhag Administration

3

Mahmoud NEJATI(IRAN)

Deputy of Research & TechnicalConsultant,
Recovery Project of Bam’s Cultural
Heritage

4

Fatemeh
MEHDIZADEHSARADJ(IRAN)

Assistant Professor,
Department of Conservation, Iran
University of Science andTechnology

1Tashichho Dzong

Bam and its Cultural Landscape, WHS

19

5Kai Ube Prasad
WEISE(NEPAL)

Architect,
Planners’ Alliance for the Himalayan& Allied Regions

6

Suman Narsingh
RAJBHANDARI(NEPAL)

Assistant Professor,
Nepal Engineering College

7

Ivana FILIPOVIC(SERBIA)

Architect Conservationist,
Cultural Heritage Preservation
Institute of Belgrade

Patan Durbar Square Monument
Zone in Kathmandu Valley, WHS

Lower Town in Belgrade Fortress

Observers
NameWork Position and Affiliation

1

Shang Chia CHIOU(TAIWAN)

Professor, Department of Architecture and Interior Design, National
Yunlin University of Science & Technology

2

Shen Wen CHIEN(TAIWAN)

Associate Professor, Department of Fire Science, Central Police
University

ITC 2009, the 4th year
Rong YU(P.R. CHINA)

Lecturer, Wenhua College, Huazhong
University of Science andTechnology

2

Yuan DING(P.R. CHINA)

Researcher, Tongji University,
National Historic Cities ResearchCenter3

Ramesh THAPALIYA(NEPAL)

Architect, World Heritage
Conservation Section/Ministry of
Culture and State Restructuring,
Department of Archaeology

4

Suresh Suras
SHRESTHA(NEPAL)

Archaeological Officer, Ministry of
Culture and state Restructuring,
Department of Archaeology

5Pauline BROWN(JAMAICA)

Senior Director, Office of Disaster
Preparedness and Emergency
Management

6

Audene BROOKS(JAMAICA)

Senior Archaeologist,
Jamaica National Heritage Trust

7

Sergius CIOCANU(MOLDOVA)

Head Scientific Researcher,
Institute of Cultural Heritage of the
Academy of Science of Moldova

8

Valeria SURUCEANU(MOLDOVA)

Curator,National art Museum of Moldova

120

Dujiangyan, WHS

Patan Durbar Square Monument
Zone in Kathmandu Valley, WHS

Port Royal City

National Museum of Fine Arts
(Buildings and Collection)

1.1 Background and Objectives of The 16th International Training Course 2022

Observers from Nepal in the Kathmandu Part of the ITC 2009
Name

Work Position and Affiliation1

Keshab P. SHRESTHA

Chief, National History Museum

2

Punya Sagar MARAHATTA

Lecturer, IoE, tribhuvan University

3

Ajay LAL CHANDRA

Assistant Professor, Department of Architecture and Urban
Planning, IoE

4

Gyanin RAI

Chief (Administration, Information & Public Relation Section),
Lumbini Development Trust

5

Inu PRADHAN SALIKE

6

Saubhagya PRADHNANGAHead of Culture and Archaeology Unit, Lalitpur Sub Metropolitan
City Office7

Chandra Shova SHAKYAHead of Heritage Section, Lalitpur Sub Metropolitan City Office8

Prabin SHRESTHAHead of Urban Development Division, Lalitpur Sub Metropolitan
City Office

9

Ashok SHRESTHAHead of Administration Division, Lalitpur Sub Metropolitan City
Office10

Sainik Raj SINGHHead of Earthquake Safety Section, Lalitpur Sub Metropolitan City
OfficeLecturer, Khwopa Engineering College

Introduction

ITC 2010, the 5th year
Dechen TSHERING(BHUTAN)

Structural Engineer,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home & Cultural Affairs,
Royal Government of Bhutan

2Junko MUKAI(BHUTAN)

Deputy Chief Conservation Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home and Cultural
Affairs, Royal Government of Bhutan

3Alexander G.
DWIGHT(PALAU)

Director, Historical Preservation
Officer,
Bureau of Arts & Culture, Ministry ofCommunity & Cultural Affairs

1

4

Sunny NGIRMANG(PALAU)

Palau National Registrar,
Bureau of Arts & Culture, Palau
Historic Preservation Office

Wangduephodrang Dzong

Bai: Traditional Meeting Houses

215

Teresa VILCAPOMAHUAPAYA(PERU)

6

Olga Keiko
MENDOZASHIMADA(PERU)

7

Marilene TERRONESDIAZ(PERU)

Professor, Sagrado Corazon
University

8

Milica GROZDANIC(SERBIA)

Director,
Cultural Heritage Preservation
Institute of Belgrade

9

Svetlana Dimitrijevic
MARKOVIC(SERBIA)

Architect - Conservator - Senior
Associate,
Cultural Heritage Preservation
Institute of Belgrade

10

Zeynep GUL UNAL(TURKEY)

Assistant Professor, Dr.
Yildiz Technical University, Faculty ofArchitecture, Restoration
Department

11

Meltem VATANKAPTAN(TURKEY)

Research Assistant, PhD Student,
Yildiz Technical University, Faculty ofArchitecture, Structural Systems
Division

Professor, Sagrado Corazon
University
JSPS Research Fellow, Graduate
School of Science & Engineering,
Ritsumeikan University

City of Cuzco, WHS

Kosancicev Venac, Belgrade

Eskigediz Heritage Site

ITC 2011, the 6th year

22

1

Celina RINCON(COLOMBIA)

Assessor for the Heritage Director
Office,Ministry of Culture

History Center of Santa Cruz deMompox, WHS

2Cheryl NICHOLS(JAMAICA)

Training Manager,
Office of Disaster Preparedness andEmergency Management

The Holy Trinity Cathedral

3

Jose Ramon PEREZOCEJO(MEXICO)Part-time Teacher,
Universidad de las Américas (Puebla,
MEXICO)

Colonial City Centre of Puebla, WHS

4

Julius MWAHUNGA(KENYA)

Senior Cultural Officer,
Ministry of State for National
Heritage and Culture, Department ofCultureLamu Old Town, WHS

5

Remigius KIGONGO(UGANDA)

Conservator Sites and Monuments/
Site Manager, Department ofMuseums and Monuments

Kasubi Tombs, WHS

6Janhwij SHARMA(INDIA)

Director (Conservation and World
Heritage), Archaeological Survey ofIndia, Ministry of Culture

Taj Mahal, WHS

1.1 Background and Objectives of The 16th International Training Course 2022

7

Md. Aamir Hussain
SHIKDER(BANGLADESH)

Urban Local Body Coordinator,
Bangladesh Municipal Development
Fund (BMDF)

Historic Mosque City of Bagerhat,
WHS

8Qing WEI(P.R. CHINA)

Deputy Director,
Cultural Heritage Conservation
Center, THAD

Kulangsu

Yu WANG(P.R. CHINA)PhD Candidate,
Urban Design and Planning
Department, Norwegian Universityof Science and Technology (NTNU)

9

Taoping Qiang Village

ITC 2012, the 7th year
Suzie YEE SHOW
(FIJI)

Secretary General,
ICOMOS PASIFIKA

Levuka Town, WHS

2Vikas LAKHANI(INDIA)

Sector Manager,
Gujarat State Disaster Management
Authority

Champaner - Pavagadh
Archaeological Park, Panchamahal
District, Gujarat, WHS

3Sang sun JO(SOUTH KOREA)

Research Associate and Curator,
Heritage Repair Division, Cultural
Heritage Administration of KOREA

Jongmyo Shrine, WHS

4Rosli BIN HAJI NOR(MALAYSIA)Head of Melaka World Heritage
Office,Melaka World Heritage Office

Historic City of Melaka, WHS

5

Ni LEI WIN(MYANMAR)

Communications Officer at World
Concern Myanmar,
Relief, Recovery and Development
Project in Myanmar

Bagan located in Manadalay Division,
Myanmar6

Helen McCRACKEN(NEW ZEALAND)

Policy Adviser - Heritage,
Ministry for Culture and Heritage

Cuba Street Historic Area, Wellington

7

Usman SHAMIM(PAKISTAN)

Programme Officer,
Kuchlak Welfare Society (KWS)

Mehrgarh, lies on the "Kachi plain" ofnow Balochistan, Pakistan

8

PoornaYAHAMPATH(SRI LANKA)

Consultant- External Resource Person,
Disaster Risk Management & Climate
Change for GIZ

Sacred City of Kandy,
Sri Lanka, WHS

9Sibel YILDIRIM ESEN(TURKEY)

Conservation Architect,
Ministry of Culture and Tourism

Agora Archeological Sitein the Historic City of Izmir

Introduction

1

23

Observers
NameWork Position and Affiliation

1

Dong Seok KANG
(SOUTH KOREA)

A Section Chief of GIS, Cultural Heritage Administration

2

Thi My Thi TONG(VIET NAM)

PhD Student, International Environmental and Disaster
Management Laboratory, Graduate School of Global Environmental
Studies, Kyoto University

ITC 2013, the 8th year

24

1

Saleh Mohammad
SAMIT(AFGHANISTAN)

National Manager,
Community Development
Programme, Aga Khan FoundationAfghanistan

Cultural Landscape andArchaeological Remains of the
Bamiyan Valley, WHS

2Dian LAKSHMIPRATIWI(INDONESIA)Head of Archaeological Section,
Division of History, Archaeologicaland Museum, Cultural Service Office,
Government of Yogyakarta Special
Territory

Kotagede Heritage Area, Yogyakarta
Historic City

3

Kambod AMINIHOSSEINI(IRAN)

Director,
Risk Management Research Center(Associate Professor), Risk
Management Research Center,
International Institute of Earthquake
Engineering and Seismology

Golestan Palace, Tehran Bazaar andtheir surrounding old urban fabrics,
Tehran4

Barbara CARANZA(ITALY)MEC srl, Italian Army “LIGURIA” ARMYMILITARY COMMAND

Monumental Cemetery of Staglieno,
Genoa

5

Paola MUSSINI(ITALY)

Researcher,
SiTI-Instituto Superiore sui Sistemi
Territoriali per l’Innovazione

Portovenere, Cinque Terre, and thelslands (Palmaria,Tino and Tinetto),
WHS

6Zaha AHMED(MALDIVES)

Assistant Architect,
Heritage Department,
Male' Republic of Maldives

Laamu atoll Isdhoo Old Friday
mosque in Maldives

7

Arjun KOIRALA(NEPAL)

Advisor,
Urban Planning and Infrastructure
Development, GFA Consulting Group(Nepal Office), on behalf of GIZ/
Nepal
Municipal Support Team, Ministry of
Urban Development, Department of
Urban Development and Building
Construction

The city core area of Tansen
Municipality

8

Kenechukwu Chudi
ONUKWUBE(NIGERIA)

Director of Programs, Development
Education and Advocacy, Resources
Initiative for Africa (DEAR Africa)

Sukur Cultural Landscape, WHS

9

Muhammad Juma
MUHAMMAD(TANZANIA)

Director, Urban and Rural Planning,
Department of Urban and Rural
Planning

Stone Town of Zanzibar, WHS

1.1 Background and Objectives of The 16th International Training Course 2022

10

Hatthaya
SIRIPHATTHANAKUN(THAILAND)

Landscape Architect
Ministry of Culture, Fine Arts
Department, Office of Architecture

Historic City of Ayutthaya, WHS

ITC 2014, the 9th year
1

Elena MAMANI(ALBANIA)

Project Manager, Deputy Head of
Office, Cultural Heritage without
Borders(CHwB)

2

Catherine FORBES(AUSTRALIA)

Built Heritage Advisor, GML Heritage;
Australia Institute of Architects,
The Rocks Historic Urban Precinct
Australia ICOMOS

3

Sasa TKALEC(CROATIA)

4

Head of Office of Director,
Croatian Conservation Institute

Juan Diego BADILLO Architect Conservator freelance,
REYES
Volunteer South America(ECUADOR)
Coordinator

Gjirokastra, WHS

Castle Batthany in Ludbreg
San Antonio del Cerro Rico deZarumaAbdelhamid SAYED(EGYPT)

6

Anaseini
KALOUGATA(FIJI)

Senior Project Officer Levuka,
Department of National Heritage,
Culture and Arts

Historical Port Town of Levuka, WHS

7

Cinthia CABALLERO(HONDURAS)

Urban control and planification unit,
Alcaldia Municipal Del Distrito
Central (Gerencia Del Centro
Historico)Central District Historic Area

8

Jyoti PANDEYSHARMA(INDIA)

Professor, Department ofArchitecture, Deenbandhu Chhotu
Ram University of Science &Technology

Fatehpur Sikri, Agra District, Uttar
Pradesh, WHS

9Saut SAGALA(INDONESIA)

Senior Fellow, Resilience
Development Initiative

Gedung Sate Building, Governor
office of West Java Province

10

Alaa HAMDON(IRAQ)

University Lecturer, Researcher andEarthquake Expert, Remote Sensing
Center, Mosul University

Al-Hadba Minaret and Nirgal Gate /Mosul City

11

Richard NESTER(NEW ZEALAND)

Technical Advisor – Historic,
Department of Conservation

Government Buildings Historic
Reserve

12

Zafar SHAH
(PAKISTAN)

Regional Emergency Officer (South
Punjab), Punjab Emergency Service(rescue1122), Emergency Services
AcademyLahore Fort, WHS

Bab El-Wazir, El-Darb Al-Ahmar
District, Historic Cairo, WHS
Introduction

5

Chairman, Conservator in the
Ministry of Antiquities, Egyptian
Heritage Rescue Foundation (EHRF);
Training & Capacity Building UnitManager, Egyptian Earth
Construction Association (EECA)

25

13

Hussain SALEH(SYRIA)

Head of the scientific researchcommissions department, Higher
Commission for Scientific Research

Crac des Chevaliers (in Arabic: Castle
Alhsn), WHS

14

Kaichard
RUTTANAWONGCHAI(THAILAND)

Captain assistant, Klongtoey firestation, second operation, fire
department, Bangkok metropolitan

Vimanmek Palace, WHS

ITC 2015, the 10th year26

1

Marcela HURTADOSALDIAS(CHILE)

Assistant professor,
Departamento de Arquitectura,
Universidad Técnica Federico Santa
María

Historic Centre of Valparaíso

2

Benjamin Kofi
AFAGBEGEE(GHANA)

Assistant Conservator ofMonuments,
Ghana Museums and Monuments
Board

Asante Traditional Buildings

3

Stephan DONA
(HAITI)

Disaster Risk Reduction Advisor,
Plan Consult

Citadelle, Sans Souci, Ramiers

4

Mohamad Faruk
MUSTHAFA(INDIA)

Chief Executive Officer,
RAPID RESPONSE

Mahabalipuram

Bam and its Cultural landscape5

Mohammad
RAVANKHAH(IRAN)

Teaching/research assistant in
Department of Environmental
Planning, Ph.D. Candidate inInternational Graduate School:
Heritage Studies, Brandenburg
University of Technology Cottbus

6

Aurelio DUGONI(ITALY)

Regional Director of ANPAS Sicily
Committee, National Association for
Public Assistance (ANPAS)

Archaeological Area of Agrigento

7

Hisila MANANDHAR(NEPAL)

Urban planner, Kathmandu Valley
Development Authority

Patan Durbar Square

8

Sonam LAMA
(NEPAL)

Assistant professor, Nepal
Enginnering College

Boudhanath Stupa and surroundingarea

9Ilse Anne Elisabeth
DE VENT(NETHERLANDS)

Senior inspector, Geo-Engineering,the Dutch State Supervision of Mines

Hogeland, Groningen,the Netherlands

10

Bashar Ibrahim
HUSSEINI(PALESTINE)

Senior Project Architect & Fast Track
Coordinator, Welfare Association– Old City of Jerusalem Revitalization
Program “OCJRP”

Old City of Jerusalem

11

Gerald Vallo
PARAGAS(PHILIPPINES)

Urban and Environmental Planner(Licensed), City Government of
Tacloban

The Sto. Niño Shrine and Heritage
Museum, and the People’s Centerand Library

12

Marko ALEKSIĆ(SERBIA)

Associate, Central Institute forConservation in Belgrade

Serbian Orthodox Monastery Žiča

1.1 Background and Objectives of The 16th International Training Course 2022

13

Pamela Jane MAC
QUILKAN(SOUTH AFRICA)

Programme Officer,
The African World Heritage Fund(AWHF)

Robben Island

14

WitiyaPITTUNGNAPOO(THAILAND)

Lecturer, Faculty of Architecture,
Naresuan University

Ban Pak Klong Village, Bangrakham,
Phitsanulok Province, Thailand

15

Ngoc Phu PHAM
(VIETNAM)

Vice Director, Hoi An center for
Cultural Heritage Management andConservation

Hoi An Ancient Town, Vietnam

ObserverName
1Work Position and Affiliation

Satoko TOYODA(JAPAN)

Student,
Stuttgart State Academy of Art and Design, Germany

ITC 2016, the 11th year
Architect Preservationist,
Rio de Janeiro Municipal
Government / Rio World Heritage
Institute

Carioca Landscapes Between the
Mountain and the Sea

2Fatma Saidi TWAHIR(KENYA)

Architect,Sites and Monuments; & Mombasa
Old Town Conservation Office,National Museums of Kenya

Mombasa Old Town Conservation
Area

3

Muhammad Fathi
Hasan AL-ABSI(JORDAN)

Associate conservator Architect,Engineering and conservation
department/ Department of
Antiquities (DOA)

Petra or Karak castle

4

Dulce MariaGRIMALDI SIERRA(MEXICO)

Senior conservator for conservation
and research of decorative elements
at archaeological sites, Coordinación
Nacional de Conservación delPatrimonio Cultural (CNCPC),
Instituto Nacional de Antropología eHistoria (INAH)

Zona Arqueológica de El Tajín,
Veracruz (Tajín Archaeological Site)

5

Barbara MINGUEZGARCIA(SPAIN)

Consultant,
The World Bank

Antigua Guatemala

6

Vanessa Anne
TANNER(NEW ZEALAND)

Senior Heritage Advisor,
Wellington City Council

Newtown Shopping Centre Heritage
Area

7

Nermina KATKIĆ
(BOSNIA AND
HERZEGOVINA)

Associate for archaeology,
Commission to Preserve National
Monuments of Bosnia andHerzegovina

Old Bridge Area of the Old City of
MostarIntroduction

1

Maria Cristina Vereza
LODI(BRAZIL)27

8

MihaelaHĂRMĂNESCU(ROMANIA)

Lecturer, PhD Architect,‘Ion Mincu’ University of Architectureand Urbanism,
Faculty of Urbanism(Part of ) Delta Dunarii, Romania– Tulcea city and surroundings
proximity

9

Alberto Enrique
PASCUAL(PANAMA)

Director,
Fundation CoMunidad

Fortifications on the Caribbean Sideof Panama: Portobelo – San Lorenzo

10

Sherwynne
Bagaoisan AGUB
(PHILIPPINES)

Legislative Staff Officer IV,
Senate Economic Planning andPolicy Office, Senate of thePhilippines

Historic Town of Vigan

11

Mohamed ROUAI(MOROCCO)

Professor – researcher, Earth
Sciences Department, Faculty of
Sciences, University Moulay Ismail,Meknes, Morocco

Volubilis Archaeological Site
(Morocco)

12

Navneet YADAV(INDIA)

Associate Director,
Disaster Risk Management

Shimla City, Himachal Pradesh

13

Claudia CeciliaGONZÁLEZ MUZZIO(CHILE)

Partner at Ambito Consultores,
Ambito Consultores Ltda.

Qhapaq Ñan, Andean Road System

14

Amna SHUJA(PAKISTAN)

Assistant Director -Recovery &Rehabilitation,
National Disaster Management
Authority

Mohenjo-Daro archeological sites

15

Maria ElenaALMESTARURTEAGA(PERU)

Senior Auditor – Specialist in Culture
Management and Cultural Heritage,
Contraloria General de la Republica

Chan – Chan Archaeological Zone
(La Libertad, northern coast of Peru)

Observer
Name
1

28

Sakiko OSHIBA(JAPAN)Work Position and Affiliation
Undergraduate Student,
Toyo Institute of Art and Design1.1 Background and Objectives of The 16th International Training Course 2022

ITC 2017, the 12th year
Dorji WANGCHUK(BHUTAN)

Conservator,
National Museum of Bhutan

National Museum of Bhutan (TaDzong)

2

Abner Omaging
LAWANGEN(PHILIPPINES)

Local Disaster Risk Reduction andManagement Officer,
Local Government of Tublay,
Benguet, Philippines

Banaue Rice Terraces

3

Hamit BİRTANE(TURKEY)

Technical Expert,
Directorate of Gallipoli Historical Site

Gallipoli Historical Site

4Innocent Hudson
MANKHWALA(MALAWI)

Archivist (Conservation Section),
Department of Culture, National
Archives of Malawi

Museum of Malawi

5

Ming Chee ANG(MALAYSIA)General Manager,
George Town World Heritage
Incorporated

George Town UNESCO World
Heritage Site

6

Victor MARCHEZINI(BRAZIL)

Researcher,
National Centre for Monitoring and
Early Warning of Natural Disasters(CEMADEN)

São Luiz do Paraitinga town, state of
Sao Paulo, Brazil

7

Virasith SithPHOMSOUVANH(LAO PDR)

Acting Deputy Director of Remote
Sensing Center,
Ministry of Natural Resource andEnvironment (MONRE)

The Town of Luang Pra Bang

8

Sayma IQBAL(INDIA)

Lead Conservation Consultant,
INTACH, Kashmir Chapter

Shri Pratap Singh Museum

9

Bertrand Pascal
LAVEDRINE(FRANCE)

Director of the Centre de recherche
sur la Conservation,
National Museum of Natural History

National Museum of Natural History

10

Domenico GRECO(ITALY)

Civil Engineer - Young Researcher atUniversity of Salerno, ICOMOS/ICORP
Italy

Cilento National Park and Vallo di
Diano with The Archeological Sites
of Paestum and Velia

11

Khin Aye YEE(MAYNMAR)Operation Officer,
Social, Urban, Rural and Resilience
Global Practice, World Bank Group,
World Bank, Myanmar

Yangon or Bagan (tbd)

Introduction

1

Observers
NameWork Position and Affiliation

1

Chan Min PARK(SOUTH KOREA)

Curator, National Research Institute of Cultural Heritage

2

Sophie ABRAHAM(SWITZERLAND)

Junior Professional Officer, Disaster Risk Reduction, Emergency
Preparedness & Response Unit, Culture Sector, UNESCO

29

ITC 2018, the 13th year

1

Marcia Furriel Ramos
GALVEZ(BRAZIL)

Architect, Architectural preservationgroup - associated to the Memory
and Information Center, FUNDACAOCASA DE RUI BARBOSA - MINISTERIODA CULTURA (House of Rui Barbosa
Foundation - Ministry of Culture)2

Jamyang Singye
NAMGYEL(BHUTAN)

Architect,
Division for Conservation of Heritage
Sites, Department of Culture,
Ministry of Home and Cultural
Affairs, Royal Government of Bhutan

Trashigang Dzong

3

Kundishora
Tungamirai
CHIPUNZA(ZIMBABWE)

Chief Curator,
National Musuems and Monumentsof Zimbabwe

Great Zimbabwe World Heritage Site

4

Abel Assefa GIRMAY(ETHIOPIA)

Heritage Conservator,
Authority for Research andConservation of Cultural Heritage

Taitu Hotel

Ex Dominican Convent of Santo
Domingo de Guzmán, Tehuantepec,
Mexico5David Antonio
TORRES CASTRO(MEXICO)

Full Time Conservator,
National Bureau for Cultural Heritage
Conservation part of National
Institute of Anthropology andHistory (Coordinacion Nacional deConservacion del Patrimonio
Cultural, Instituto Nacional deAntropologia e Historia)

6

Sumeru TRIPATHEE(NEPAL)Country-Humanitarian Preparedness& Response Coordinator, Oxfam GB(Oxfam in Nepal)

Pashupatinath Temple Area,
Kathmandu, Nepal

7

Irakli KOBULIA(GEORGIA)

Independent Consultant

Upper Svaneti

8

Vikas Namdeo
KURNE(INDIA)

Disaster Management Coordinator,
Indian Red Cross Society

Chhatrapati Shivaji Maharaj Vastu
Sangrahalaya

9

Idrees JEHAN(PAKISTAN)

Disaster Risk Reduction Officer(DRRO), FATA Disaster Management
Authority (FDMA)

Peshawar Museum

1030Museu Casa de Rui Barbosa (RuiBarbosa's Historic House Museum)

Farhad BANIZAMANLARI(IRAN)

Project manager, Tarh e-No
Andishan Consulting Engineers
Co.(Thinking New Approach(TNA))/
Bazar Qaisary, located in the city of
Lecturer at University of AppliedLar(my home town), south of Fars
Science and Technology (RedState, southern IranCrescent Organization/Tehran
Disaster Mitigation and Management
Organization(TDMO)1.1 Background and Objectives of The 16th International Training Course 2022

Grace DE SMET
(BELGIUM)

12

Catalin Andrei
NEAGOE(ROMANIA)

Architect at the National Institute of
Heritage, Romania,
Visiting Lecturer at "Ion Mincu"
University of Architecture and
Urbanism, Bucharest, Romania

Historic Centre of Sighişoara

13

Rosa Grazia DE
PAOLI(ITALY)OFFICIAL, Calabrian regional Council

Historical Center of Reggio Calabria

14

Enrica DI MICELI(ITALY)

Post-doctoral researcher,
Sapienza University

The Archeological Area in the ancient city-center of Rome, Palatinum
Hill, with a special focus on the“Gallery of the Collapsed Vaults”

Ph.D student,
Civil Engineering at the Departmentof Engineering of Energy, Systems,
Territory and Construction, School ofEngineering, University of Pisa
(Senior Member of the Italian Youth
Association for UNESCO)

Historic Centre of San Gimignano(Italy)15

Francesca GIULIANI(ITALY)

Introduction

11

Autonomous researcher on endangered Cultural Heritage; student
Master after Master in Urban Studies
The city-center of Brugge
at Vrije Universiteit Brussel (Belgium);Intern at UNESCO Culture Emergency
Preparedness and Response Unit

Observers
NameWork Position and Affiliation

1

Aditia Rahma Putra(INDONESIA)

2

Kasaqa Temoinunia Tora
(FIJI)

3

Sehyun KIM(SOUTH KOREA)

Spatial Planning Division, Municipal Government Of Semarang
Project Manager, The National Trust of Fiji
Research Assosiate, National Research Institute of Cultural Heritage

ITC 2019, the 14th year
1

Virginia FernandaGONZÁLEZ(ARGENTINA)

Museum Director,
Museum Director Cultural Secretaryof National Government

Historical Museo of Sarmiento2

Angela Maria MICELI(ITALY)

Individual Professional,
AIAPP Professional Association of
Lanscape Architects

Lungotevere Tor di Quinto (Quinto's
Tower/Tiber_Riverfront Park)

3

Monia DEL PINTO(ITALY)PhD researcher,
Loughborough University

MuNDA -Museo Nazionale
D’Abruzzo (National Museum of
Abruzzo)31

Mahrous Eid
Moustafa
ELSANADIDY(EGYPT)

Chief Curator,
National Museum of Egyptian
Civilization, Nubia Fund, Ministry of
Antiquities

National Museum of Egyptian
Civilization, Nubia Fund, Ministry of
Antiquities

5

Enrique RODRIGUEZLEON(COSTA RICA)

Preparedness and Response chief /Risk and Emergency Management
Unit,
GAD - decentralized autonomous
municipal government of Canton
Duran (city of Duran)Museum and archeological site of
The Lovers of Sumpa and Museum
and archeological site of the Venus
of Valdivia

6

Clinton Dean
JACKSON(SOUTH AFRICA)Manager: National Inventory,
South African Heritage Resources
AgencyDal Josafat Cultural Landscape7

Roy GIAMPORCARO(ITALY)

Junior Professional Officer, Cultural
Heritage, Culture Sector, UNESCO
Amman Office

The Historic Centre of Naples, ITALY8

Alessia STROZZI(ITALY)

Officer,
Ministry of Cultural Heritage, Marche
Region’s branch

The Lazzaretto of Ancona,(Mole Vanvitelliana)

9

Samson Lukabya
NABBIMBA(UGANDA)Clan Leader-Red Ant (Kinyomo),
Kabaka’s Trail Coordinator,
Kabaka Foundation

Wamala Tombs

10

Ameneh KARIMIAN(IRAN)DRR Advisor & Project Coordinator at
Iranian Relief Association (IRA) NGO
Researcher & Scientific Coordinator
at Tamadon Karizi Consulting Eng.
(TKCE)

Qasem-Abad Qanat and Akbar-Abad
Qanat (twin qanats) part of the
Persian Qanats (WH serial property)

11

Shah Zahidur
Rahman Zahidur
ZAHID(BANGLADESH)

Shelter Specialist,
Early Recovery Facility, Resilience &Inclusive, Grouth Cluster,
UNDP Bangladesh

Somapura Mahavihara in Paharpur,
Badalgachhi Upazila, Naogaon
District, Bangladesh

12

Lilit GEVORGYAN(ARMENIA)

Researcher,
Institute of Geological Sciences of
National Academy of Sciences ofArmenia

Geology Museum after H.
Karapetyan of Institute of Geological
Sciences of National Academy of
Sciences432

1.1 Background and Objectives of The 16th International Training Course 2022

ITC 2020 Alternative Programmes

Due to COVID-19, ITC training course was not conducted in the year 2020. Alternative to our regular programmes, webinars and workshops by selected former participants were conducted.

“Capacity Building for Disaster Risk Management of Cultural Heritage: Challenges and Opportunities in
Post-COVID Times”
Webinar 1 “Rethinking disaster mitigation and preparedness”, 27 June 2020
Work Position and Affiliation

Ksenia CHMUTINA

Senior Lecturer in Sustainable andResilient Urbanism, Loughborough
University

Considering multiple risks and inequalities in COVID-19 times andbeyondProfessor of Disaster Risk
Management, Loughborough
University

Considering multiple risks and inequalities in COVID-19 times andbeyondTakeyuki OKUBO

Professor, College of Science andEngineering, Ritsumeikan University

Community based DRM workshopswith digital network for post-COVID
times

Yoshifumi SATOFUKA

Professor, College of Science andEngineering, Ritsumeikan University

Consideration of Climate Change for
DRM

Joseph KING

Director of Partnership andCommunication, Partnership andCommunication Unit, ICCROM

How should international organizations working in the field of cultural
heritage sector rethink on theiractivities in the light of COVID-19?

Lee BOSHER

TopicIntroduction

Name

Webinar 2 “Rethinking disaster response and recovery”, 4 July 2020
Name

Work Position and Affiliation

Aparna TANDON

Senior Programme Leader, First Aid
and Resilience for Cultural Heritage |Sustaining Digital Heritage,
Programme Unit, ICCROM

What can we learn from COVID-19
response cultural heritage?

Wesley CHEEKJSPS Fellow, Visiting Researcher,
Ritsumeikan University

How can we address sustainable andresilient recovery by mainstreaming
cultural heritage

Elke SELTER

Doctoral Researcher, SOAS, Universityof London

Reflecting on PDNA methodology
based on COVID-19 experience

General Manager, George Town
World Heritage Incorporated

The Disaster Risk Management
Implementation during COVID-19 in
George Town, Malaysia

Ming Chee ANG

Topic

33

“Good Practices for Disaster Risk Management of Cultural Heritage” Workshop

From 8 to 10 October 2020, the following participants joined the online workshop.
Name

Country(ITC participated year)

Topic

1

Elena MAMANI(The Best Practicewinner)Albania/Greek(ITC 2014)“Utilisation of traditional water cisterns as water
source in case of fire in Gijokastra, Albania”

2

Dulce María
GRIMALDI(The Best Practicewinner)Mexico(ITC 2016)“Mapping risks for cultural heritage in Mexico”

3

Ming Chee ANG(Exemplary PracticeAward winner)

Malaysia(ITC 2017)“George Town world heritage city, Malaysia”

4

Abdelhamid Salah
Abdelhamid SAYED

Egypt(ITC 2014)“Fire risk mitigation strategies for urban heritagesite in Cairo, Egypt”

5Junko MUKAI and
Dechen TSHERING

Japan/Bhutan(ITC 2010)

6

Marcela HURTADO

Chile(ITC 2015)“Disaster risk management plan for Humberstone
and Santa Laura altpeter works, Pozo Almonte,
Chile”

7

Vanessa Anne
TANNERNew Zealand(ITC 2016)“Heritage New Zealand Pouhere Taonga (HNZPT)
draft guidance for preparing heritage risk management plans”“Disaster risk management plan for Punakha
Dzong, Bhutan”

ITC 2021, the 15th year

Alexandre A. COSTA(PORTUGAL)Founder and partner and head ofresearch and development/Invitedprofessor; NCREP-Consultancy on
Rehabilitation of Built Heritage, Ltd./
Polytechnic Institute of Porto, Schoolof Engineering

National Palace of Sintra, Portugal,
belonging to Sintra World Heritage
Cultural Landscape, and National
Monument.

2

Ana GóMEZ URIBE(COLOMBIA)

Advisor on conservation and collections management, Strengthening
Museums Program /Colombia
National Museum / Ministry of
CultureRafael Núñez House
Museum3

Artnet HASKUKA(KOSOVO)

Chairperson,
Council of Cultural Heritage – Prizren
Historic Center

Prizren HistoricCenter/ Kosovo

4

Aya MIYAZAKI(JAPAN)

Doctorate Student
University of Tokyo (Until 3 May
2021, UNESCO Office in Lima)

Historic Center of Lima, Peru

5

Flavio HAENER(SWITZERLAND)

Cultural Property Protection
Responsible,
Canton Basel-Stadt, Government

Cultural Property of Basel-Stadt

1

34

1.1 Background and Objectives of The 16th International Training Course 2022

ITC 2021, the 15th year
Jennifer LANG
(USA)

Adjunct Associate Professor,
Director of MSc (Conservation),
The University of Hong Kong

Fung Ping Shan Building, University
Museum and Art
Gallery, The University of Hong Kong

7

Katrīna KUKAINE(LATVIA)

Director, Development Department
The National Library of Latvia

The National Library of Latvia

8

Luana
ALESSANDRINI(ITALY)

Head for the UNESCO World
Heritage, Urban Decorum, Urban
Hygiene and Communitarian Policies
Sector, Municipality of Urbino

Municipality of Urbino

9

Mikael GARTNER(USA)

Infrastructure Design Reviewer,
United Nations Office for Project
Services

Nan Madol: Ceremonial Centre ofEastern Micronesia

10Raphael IGOMBO(KENYA)

Head of education and Public
programs Department, National
Museums of Kenya

Fort Jesus Museum

11

Richard BAULA(PHILIPPINES)

Conservator, National Historical
Commission of the Philippines

Taal Heritage Town, Taal, Batangas,
Philippines

12

Veronica
PIACENTINI(ITALY)

Officer,
Italian Civil Protection Department

Villa Torlonia in Rome (Italy)

13

Vinka MARINKOVIć(CROATIA)

Conservator restorer,
Croatian Conservation Institute

Diocletian’s Palace,
Split, Croatia

Introduction

6

Observers
NameWork Position and Affiliation

1

Mohamed SOLIMAN(EGYPT)

JSPS International Researcher
DMUCH-Ritsumeikan University

2

Suzana KASOVSKAGEORGIEVA(NORTH MACEDONIA)

Deputy director and trainer,
Institute for Research in Environment, Civil Engineering and Energy

35

1.2 Timetable of International Training Course (ITC) on Disaster Risk Management

Timetable of International Training Course (ITC) on Disaste
8/18
Thu

THEME

Venue
15:30
15:35
15:40

8/22
Mon

8/25
Thu
1st Week
Introduction

Introduction andCore Principles of
DRM

Participants
Introduction
Presentation

OnlineOnlineOpening Remark 1(President of
ritsumeikan Univ)

Recap

8/26
Fri

Case Study
Project
Preparation

Online15:50

Intro‐presentationsofParticipants
andOrientation
Comments Q&Aof the Course(R.JIGYASU/ D.KIM) (5min*5participants
andcomments)

15:55
16:00
16:05

9/1
Thu
2nd Week
Risk Assessment

9/2
Fri

WS‐
Disaster
Imagination Game

Value Assessment,
Integrated Risk
Management andKey Terminology

Case Study
Project
Preparation

OnlineOnlineOnline

9/5
Mon

9/8
Thu
3rd Week
Mitigation and Preparation
WS‐
Traditional
Technology forKnowledge forPrevention and
Designing
Mitigation
Mitigation
OnlineRecap(GroupPresentation)

Recap(GroupPresentation)

16:15

16:20
16:25
16:30

BREAK

16:35
SM & Q/A (Lec 2)
Introduction of
Kyoto(D. KIM)

16:40
16:45
16:50
16:55
17:00

BREAK

Pre‐Course
Orientation

17:10

BREAK

17:15
17:20
17:25

17:35
17:40
17:45
17:50
17:55

36

Workshop 1
Terminology of
DRM(R.JIGYASU)(case study:
Kiyomizu‐dera)

Intro‐presentationsofParticipantsandComments Q&A(5min*5participants
andcomments)

SM & Q/A (Lec 9)
Landslide
Assessment(M. FUJIMOTO)

BREAK

SM & Q/A (Lec 5)
Introduction of DIG(T.OKUBO)

OnlineRecap(GroupPresentation)

Site Visit 3 (video)
Kozagawa‐Japanese
Rural Houses & Its
Traditional
Knowledge for DRM
Site Visit 4 (video)
Fukuchiyama‐
Japanese Town
Houses & Its
Traditional
Knowledge for DRM

4th W
Emergency Respon

DRM System and
Education of
Emergency Drills
OnlineGroup‐Work(Lec 7)
Disaster Risk
Reduction orDisaster Risk
Production:Workshop 2
Considering
Urban
Disaste Imagination
Challenges in
Game
HistoricUrban(T. OKUBO)
Areas(case study:(K CHMUTINA and L
Kiyomizu‐dera)
BOSHER)

Recap(GroupPresentation)

BREAK

Site Visit 5 (video)
Fire Prevention
Facilities at
Higashihongan‐ji

BREAK
Mentoring
SessionIndividual
Case Study
Project
Preparation
Time

Ro

O

R
(
Pres

Workshop 3
Designing
Mitigation(R. JIGYASU)(case study:
Kiyomizu‐dera)
Summery andExercise (Lec 11)
GIS for Disaster
Management ofHistorical Cities andCultural Heritage(K. YANO)

SM & Q
Form
Sce
(A. T

B
BREAK
Mid‐ termPresentations ofParticipants
SM & Q/A (Lec 14)
andCultural Heritage
Comments Q&A
Disaster Risk
(5min*5participants
Management
andSystem andcomments)
Response in the
Event of a Disasterin Japan(R. KODANI)BREAKSM & Q/A (Lec 10)
Climate Change andRisk Prevention( Y. SATOFUKA)

SM & Q/A (Lec 3)
Key Principles for
DRM of CH(R.JIGYASU)

17:05

17:30

SM & Q/A (Lec 4) Site Visit 2 (video)
Environmental
Ponto‐choWater Supply
Townscape
System in Kiyomizu Improvement Area
Area (T.OKUBO)

BREAK
Mentoring
SessionIntro‐presentations
IndividualofCase Study
Participants
Project
andPreparation
Comments Q&A
Time(5min*5participants
andcomments)

Case Study ProjectPreparation

9/12
Mon

Mid‐ termPresentations of
SM & Q/A (Lec 12)
Participants
Traditional
SM & Q/A (Lec 8)
SM & Q/A (Lec 13)
andKnowledge for
Seismic
Disaster Mitigation SM & Q
Comments Q&A
Disaster Mitigation (5min*5participants for Cultural Heritage Conflict
Performance ofCulturJapanese Historical in Japanese Houses
by Kyoto City Fire
and(O.OBA)(E.
Structures
Departmentcomments)(S. YOSHITOMI)(K. KISHIMOTO)

Site Visit 1 (video) SM & Q/A (Lec 6)
Introduction to theDisaster Risk
Maintenance
Reduction and
System in Kiyomizu‐
Integrated Risk
Dera World Heritage
Management
Site(R.JIGYASU)

16:10
SM & Q/A (Lec 1)
Development ofDisaster Risk
Management for
Cultural Heritage inHistoric City: Kyoto(K.TOKI)

Online

9/9
Fri

Recap
Recap
(GroupPresentation)

Opening Remark 2(Director General of
ICCROM)

15:45

8/29
Mon

BREAK

Mid‐ termPresentations ofParticipantsandComments Q&A(5min*5participants
andcomments)

SM & Q/A (Lec 15)
Emergency
Response Utilizing
Traditional
Knowledge by
Community in Nepal( L. SHAKYA)Group Work/
Discussion

Wo
Ro
(A. T

of Cultural Heritage 2022, 16th year, Ritsumeikan University

Disaster Risk Management of Cultural Heritage 2022, 16th year

9/15
Thu
4th Week
mergency Response

m and
on of
y Drills

WS‐
Roll Playe

Online

p
up
tion)

Recap
(GroupPresentation)(Lec 13)
tigation SM & Q/A (Lec 16)
Heritage Conflict Analysis for
Cultural Heritage
ity Fire(E. SELTER)
ment
MOTO)

BREAK

(Lec 14)
eritage
Risk
ment
and
in theDisaster
an
ANI)

ork/
ion

9/22
Thu
5th Week
Recovery

Case Study
From Response to
Project
Recovery (Lessons
WS‐
Preparation from Great Hanshin Designing Recovery
EQ & Great East
Process
Japan EQ)
OnlineOnlineOnlineRecap(GroupPresentation)

Recap(GroupPresentation)

9/23
Fri

Case Study
Project
Preparation

OnlineSM & Q/A (Lec 18)
Post DisasterSM & Q/A (Lec 22)
Recovery Process in
DRM System in
TohokuKyoto National(Y. HIRAOKA)
Museum(J. FURIHATA)
Site Visit 6 (video)
Recovery Process
after Tohoku
Earthquake in
Minami‐ Sanriku
BREAK

SM & Q/A (Lec 19)
Heritage Building
Information
Modelling (HBIM)(T. EMPLER)

Government
Policies and DRM
Frameworks

Good Practices of
DRM

OnlineOnlineRecap(GroupPresentation)

Recap(GroupPresentation)

SM & Q/A (Lec 25)
Management
System andManagement
Planning for
Heritage Sites(E. JO)
Mentoring
SessionIndividual
Case Study
Project
Preparation
Time

9/30
Fri

Case Study
Project
Preparation

Online

10/3
Mon

10/6
Thu
7th Week

10/7
FriCase Study ProjectPreparation

OnlineOnlineOnline

10/10
Mon

8th Week
Conclusion

BREAK

10/13
Thu

Final presentations
Final presentations and Virtual Farewell
Party
OnlineOnline

THEME

Venue
15:30
15:35
15:40

Final presentations Final presentationsofofparticipants
participants
andandComments Q&A
Comments Q&A(9min*3participants (9min*4participants
andandcomments)
comments)

15:45
15:50
15:55
16:00
16:05
16:10

BREAK

16:15

16:20
SM & Q/A (Lec 27)
PDNA and Post
Disaster Recovery
Frameworks(E. SELTER)

BREAK

16:25
16:30
Final Presentations Final PresentationsofofMentoring
ParticipantsParticipantsSessionandandIndividual
Comments Q&A
Feedback Feedback Feedback Comments Q&A
Case Study
Session Session Session (9min*3participants (9min*4participants
Project
andandPreparationcomments)
comments)
Time

16:35
16:40
16:45
16:50
16:55

Workshop 5
Designing Recovery
Process(W. CHEEK)Group Discussion

9/29
Thu
6th Week
Policies and Frameworks

BREAK

BREAK

SM & Q/A (Lec 21)
The Recovery
Utilizing Traditional
Knowledge in India(R. JIGYASU)

Workshop 4
Role Play(A. TANDON)

9/26
Mon

SM & Q/A (Lec 24) SM & Q/A (Lec 26)
Governmental
Recent Development
Policies of Disasterand Emergency
Risk Management Response to Cultural
for Cultural
Heritage in Crisis
Properties
Situations(T. INAGAKI)(G.BOCCARDI)

SM & Q/A (Lec 23)
Disaster Recovery
through a Social
Science Lens
(W. CHEEK)

Mentoring
SessionIndividual
Case Study SM & Q/A (Lec 20)
Emergency
Project
Response andPreparation
Recovery after 2015
Time
Gorkha EQ(R. RANJITKAR)

K(Lec 15)
ncy
Utilizing
onal
ge by
in Nepal
KYA)

9/19
Mon

Panel Discussion on"Traditional
Knowledge for DRM
Workshop 6
Discussion withof Cultural
Former Participants
Heritage"on "Challenges forPanelists:
Making DRM Plans
Dave Paul Zervaasof CH"(UNDRR),(K. CHMUTINA)
Elena Isayev (Univ.
of Exeter)
Former Participants:
Boyoung Cha‐Katrīna KUKAINE(ICHCAP)‐ Vinka MARINKOVIć
Takeyuki Okubo‐David Antonio(Ritsumeikan Univ.)
TORRES CASTRO‐Sayma Iqbal
Facilitators:‐Ameneh KARIMIAN
Rohit Jigyasu(ICCROM)
Dowon Kim
(Ritsumeikan Univ.)

17:00

BREAK

BREAK
Course Completion
Certificate Giving
CeremonyandClosing Remarks

Final PresentationsofParticipantsandComments Q&A(9min*4participants
andcomments)

17:05
17:10
17:15
17:20
17:25
17:30
17:35

VirtualFarewell party

17:40
17:45
17:50
17:55

37

Introduction(video)ntion
s atngan‐jiSM & Q/A (Lec 17)
Formulation of
Scenarios(A. TANDON)

9/16
Fri

2 Outline of Disaster Risk Management Plans
for Case Study Projects
by ITC 2022 Participants2.1 Disaster Risk Management Plan for the Building of the Institute for
Restoration of Dubrovnik in World Heritage Site, Dubrovnik, Croatia
Amalija Pavlić

 rchitect, Institute for the Restoration of Dubrovnikae-mail: amalija.pavlic@zod.hr

1. Introduction

Dubrovnik is located on the eastern coast of the Adriatic sea (Fig. 1). Although the earliest traces of humanactivity in the area of Dubrovnik are recorded in the Prehistoric Period, evidence of continued habitation
dates back to the Hellenistic Age. The City grew economically during the Middle Ages because of shipping, trading, and diplomatic skills. Dubrovnik systematically developed independent administrative andjudicial institutions and expanded its autonomy. The governmental and legal framework gave Dubrovnik
full political independence, with all the internal governmental elements of a sovereign state, which thecity retained up until Napoleon’s campaign in the early 19th century. Gradually acquiring all attributes ofstatehood (territory stretching 50 km south and north of Dubrovnik, citizenship, money, coat of arms, seal,
flag, independent administration, judiciary and legislation, its own diplomatic missions, and foreign policy), the community of Dubrovnik began to be called a republic – Respublica Ragusina. In 1808 the independent Republic of Ragusa was abolished and under French rule. After the Congress of Vienna in 1815,
the area of Dubrovnik came under the rule of the Habsburg Monarchy, retaining significant geostrategic
importance.
During the 20th century, Dubrovnik was part of Yugoslavia, and in 1979 the city suffered severe damage inan earthquake. In 1991, Dubrovnik became part of the independent Republic of Croatia. During theIndependence War (1991–1995), it was exposed to extensive shelling that caused severe damage to thehistoric city core.
Today Dubrovnik is the economic, cultural, and administrative centre of Dubrovnik-Neretva County andone of the most visited tourist destinations in the Mediterranean area. The entire city of Dubrovnik is a historical monument with significant examples of fortification architecture (city walls with fortresses, towers,
and bastions from the 12th-17th centuries), Gothic-Renaissance churches, monasteries, palaces, and fountains.

Fig. 1 Dubrovnik, present state
Source: Institute for the Restoration of Dubrovnik

The focus of this study is to create a framework DRM plan for the building of the Institute of the
Restoration of Dubrovnik, which is situated in the historic centre of Dubrovnik, in its seismic most vulnerable area. The Institute for Restoration of Dubrovnik was founded in 1979 as an institution that organizes

40restoration after the earthquake.
Building of the Institute for the Restauration of Dubrovnik is important not only as a part of the World
2.1 Disaster Risk Management Plan for the Building of the Institute for Restoration of Dubrovnik in World Heritage Site, Dubrovnik, Croatia
Heritage site, but as a place where the large archive of the works performed on Dubrovnik monuments since
1979 is situated. Complex processes of rehabilitation and revitalization of the historic nucleus have produced
a great variety and quantity of documents stored in the building of the Institute for Restoration of Dubrovnik.
the restoration of the cultural heritage of Dubrovnik and takes care of the preservation of its genuine urban, architectural and cultural values. Institute was founded after the city suffered severe damage in an

2. OldCity of Dubrovnik – case study site
earthquake of 7º MCS scale intensity when 833 objects were damaged. The damage was estimated in1980
at overattributes
436 million US$. The Law for restoration of the endangered historic centre of Dubrovnik wasKeyheritage
introduced in 1986 to help with restoration after the earthquake.

The historic core of Dubrovnik was inscribed on the World Heritage List in 1979 under the name Old Cityof Dubrovnik,
under(I), (III),(IV).
2. Old Cityof criteria
Dubrovnik
– and
case
study site
Dubrovnik
also
meets
the
requirementsof authenticity and integrity, including all built and spatial
Key heritage attributes
components inside and outside the City Walls that contribute to the Outstanding Universal Value of the Old
City of Dubrovnik within its Historic Urban Landscape setting.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 2 Territorial coverage of the World Heritage site, buffer Fig. 3 Zones of protection Ministry of Culture, Republiczone and settingof Croatia
Fig. 2 Territorial coverage of the World Heritage site, buffer zone and setting
Fig. 3 Zones of protection Ministry ofSource: https://geoportal.kulturnadobra.hr/geoportal.html#/
Source: UNESCO, Dubrovnik-Neretva County Spatial Plan
Culture Source: UNESCO, Dubrovnik-Neretva County Spatial Plan
Republic of Croatia
Source:The historic core of Dubrovnik was inscribed on the World Heritage List in 1979 under the name Old City
https://geoportal.kulturnadobra.hr/geoportal.html#/

of Dubrovnik, under criteria (I), (III), and (IV).

TheDubrovnik
very samealso
yearmeets
Dubrovnik
was inscribed
the UNESCO(1979),
an earthquake
7° spatial(MCS) comhit
the requirementsof onauthenticity
and List
integrity,
includingall builtofand
Dubrovnik,
damageits architectural
heritage. After
Independence
War (1991-92),
wasponentscausing
inside severe
and outside
thetoCity
Walls that contributeto thethe
Outstanding
Universal
Value of it
theOld
inscribed
on
the
List
of
World
Heritage
in
Danger
from
1991
to
1998.
In
1994,
at
the
suggestionofanadvisory
City of Dubrovnik within its Historic Urban Landscape setting.
committee
andsame
UNESCO
experts, thesiteinscribed
was expanded,the heritagegrew
e 96.7 ha, ofand7°the(MCS)bufferhit
The veryyear Dubrovnik
wason the UNESCO
Listarea(1979),
antoearthquake
zoneDubrovnik,
to 53.7 ha.causing
During severe
the second
cycleof
periodic
reporting,
in
2015,
the
need
to
expandthebufferzone itdamage to its architectural heritage. After the Independence War (1991-92),
was wasidentified
in orderto preserve
the spatial
andinvisual
integrityof thetoWHS,
asattothe
protect
it from of
theaninscribedon theList of World
Heritage
Dangerfrom 1991
1998.asInwell1994,
suggestion
growingpressuresof moderndevelopment.
Thetheneed
expandthe buffer
was areaconfirmed
byetheexperts
advisory
committee
and UNESCO
experts,sitetowas
expanded,
the zoneheritagegrew to96.7
ha, andthe buffer zone to 53.7 ha. During the second cycle of periodic reporting, in 2015, the need to expand thebuffer zone was identified in order to preserve the spatial and visual integrity of the WHS, as well as to
2protect it from the growing pressures of modern development. The need to expand the buffer zone wasconfirmed by the experts of the joint UNESCO/ICOMOS Reactive Monitoring Mission in October 2015. The
expanded buffer zone was adopted in 2018 and it covers an area of 1188.6 ha... (Fig. 2 and 3)

3. Hazard – Vulnerability - Risks Analysis1)

The internal census of the population, households, and apartments was conducted in 2016 in the area of​​
Dubrovnik within historical walls. The total number of inhabitants of the historic core was 1557. Although
the number of permanent residents is reduced in comparison to previous censuses, the number of people
in city centre is largely increased with tourists. That is why the optimal number of people in the city centre
has to be specified by carrying capacity, which has to be produced. For now, the optimal number is considered under 8000. (Fig. 4 and 5)
Dubrovnik area, including the World Heritage site, is classified as a high-risk earthquake area Dubrovnik is41

also at risk of fire, floods, droughts, and climate changes. In recent years, a series of such unwanted events
have been recorded. (Fig. 6 and 7)

Fig. 4 Number of people inside World Heritage site (city walls)
Source: City of Dubrovnik

Fig. 5 HOTSPOT analysis of the density of usage of the spaces
Source: City of Dubrovnik

422.1 Disaster Risk Management Plan for the Building of the Institute for Restoration of Dubrovnik in World Heritage Site, Dubrovnik, Croatia

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 6 D ubrovnik, seismic microzoning of the city centre, with the position of the buildingof the Institute for the Restoration of Dubrovnik
Source: Institute for the Restoration of Dubrovnik

Fig. 7 Dubrovnik, damage after earthquake in1979, including the building of the InstituteSource: Institute for the Restoration of Dubrovnik
Tab. 1 Detailed correlation between hazard, vulnerability and the risks
Source: by the author
HAZARDS

VULNERABILITIESRISKSEARTHQUAKE– high probability

・Seismic and fire vulnerability of buildings due tomaterials: load bearing stone walls, non-fire resistantwooden roof construction with tile rooftops
・Buildings with damaged construction
・City is densely built - position of buildings near eachother (blocks of buildings)
・Only two main entrances/exits – potentially problematic traffic connections
・Different terrain conditions in different areas of thecity・State of the preservation of the buildings, not equalin whole WHS
・Only few city squares have enough open space

Social・Human losses
・Loss of place to live - residents
have to move out
・Loss of economical income

FIRE– medium probability
HEAVY RAIN/ STORM/ WIND
– high probability
RISE OF THE SEA LEVEL– medium probability
HEAT WAVE– high probability

Heritage・Loss of authenticity in case of
losing residents
・Loss of heritage value in case ofdamage of historical buildings/
churches/public buildings/
museums43

3. Developing a Disaster Scenario
PRIMARY HAZARD: Earthquake
SECONDARY HAZARD: FireA strong earthquake (VII MCS scale) strikes during a summer day (hypothetically August, Saturday, 9:00
AM), while there are approximately 8000 visitors and citizens in the city centre of Dubrovnik. Tourists aresightseeing on streets, museums, and city walls. Meanwhile, citizens are in grocery shops, green market,
and on the way to the beach. The earthquake damages a lot of historical buildings. Some buildings are
entirely collapsed, and roof tiles and beams fell from others, causing blockage of the streets. There are fires
in some buildings, especially in restaurants, where cooking oil is collected for proper disposal. There are
human losses and people are injured under collapsed material from the buildings and structures. Since
there are only two main entrances/exits into the city within the walls, everyone tries to escape from thecity. People panically try to exit. Blockages on the streets prevent rescue and evacuation of the people.
Also, prevent the arrival of the ambulance and fire department vehicles. At the same time, some people
try to steal parts of museum collections, private property, etc., which are momentarily unattended.
Building of the Institute for the Restoration of Dubrovnik is situated in the most endangered city area. It is
structurally strengthened and has fire detectors and various types of fire extinguishers. Employees are, atthe moment of the hypothetical event, mostly on vacation, just a few of them work and are in the building. They survive the first impact and help prevent more damage.

4. Mitigation Measures

In order to avoid or mitigate the consequences of the above-described scenario, as shown in table 2, a lotof measures can be created on different levels. The creation of the disaster response policy and disaster
response planning are activities on the State and City level. But every stakeholder inside the city should be
involved and prepared at some level.
The cost of some measures, such as structural reinforcement of the buildings is high but necessary. At thesame time, some of the preventive activities are low cost, and the results are immediate. The constantmaintenance measures should include the consolidation of structures (especially located along the evacuation routes), and maintenance of roofs, chimneys, and hydrants.
Other low-cost measures are raising awareness among residents, owners of businesses, museum staff, andtourist guides, as well as maintenance and signalization for the safety of evacuation places and routes.
Tab. 2 Proposed Mitigation Measures
Source: by the author
BUILDING LEVEL (Institute for the reconstruction of Dubrovnik (IRD)

44

MEASURE DESCRIPTIONLEVELLIMITED HAZARDSSTAKEHOLDERS

DURATION

COST

Rescue plan for documentation

Institution level(IRD)

Reduce impact on
documentation

Institute DRM teamMediumHigh

Establish a DRM team andcontinuous training of
the employees

Institution level(IRD)

Prepare a response
in case of anearthquake or otheremergency

Institute DRM teamShortmedium

Low

Establish the network for
emergency situations in
the institutions that takecare of cultural heritage

National level,
City level,
private, NGOs

Preparation for
effective response incase of emergency

Ministry of Culture, City
State archive, churches,
museums, rescue
services

MediumMediumResearch of the new
methods of strengthening
buildings against
earthquakes, as a businessactivity of the Institute(new materials andmethods of installation)

Institution level(IRD), implementation on
the block ofbuildings/
building level

Increase the level ofearthquake resistance of historicalbuildings

University of civilengineering in Zagreb,
Seismic institute of
Croatia, IRD, Ministry of
Culture, Conservatory
department of
Dubrovnik

mediumlongHigh2.1 Disaster Risk Management Plan for the Building of the Institute for Restoration of Dubrovnik in World Heritage Site, Dubrovnik, Croatia

CITY LEVEL (IRD is included in every measure)

DURATIONCOSTS

EFFECTS

City/State

Long

High

Roof tile maintenance

Private/City

MediumHigh

Reduces the effects ofthe earthquake/fireHydrant maintenance

City

Short

Low

EDUCATION

Earthquake/fire scenario drills

City

Short

Low

AWARENESS

Improving street signalization

City

MediumMEASUREDESCRIPTIONSTAKEHOLDERS

MAINTENANCE

Consolidation of structures

PLANNING

developing and implementing
Management plan and Disaster
Disk management plans

Drainage maintenance

Government state/county/municipality

Long

City

MediumMedium/Low

Medium/High

Low

Connect institutions
Improve risk
Preparedness

Reduces effects of theearthquake/ Heavy rain
reduces fire effects

Reduces heavy rain andflood effects
Improve risk
Preparedness
Improve risk
Preparedness
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

5. Preparedness and Response Measure

Dubrovnik, as a site with a high concentration of cultural attributes, requires an emergency team, which
includes rescue teams (firefighters, paramedics, police, and civil protection), and cultural property experts,
who must take care of preliminary damage assessment and rescue heritage properties. They also have to
be included reconstruction and renewal processes. In case of the occurrence of a disaster, good preparedness and organization can ease early recovery.
Tab. 3 DRM pilot project proposal
Source: by the author
DRM PILOT PROJECT PROPOSAL

Continuous digitalization of documentation of1.
the Institute for Restoration of Dubrovnik

Adding data in GIS for the whole WHS site – in
2. first phase only documentation in possession of
the Institute for the Restoration of Dubrovnik

FIRST YEAR
- FIRST TASKSTAKEHOLDERS

Institute for the Restoration of Dubrovnik (IRD),
State archive

FIRST YEAR
- SECOND TASKInstitute for the Restoration of Dubrovnik (IRD)

CONTINUOUSLY

Review of escape routes and safest escape places
for citizens and tourists
Defining safe corridors – according to the
4. aseismic reconstruction of the blocks of buildings (interlinkage of data: seismic strongest
buildings seismically reconstructed buildings,
MCS scale risk chart)

City of Dubrovnik, Conservatory department
Ministry of Culture, Seismic institute, Social data

SECOND YEAR THIRD TASKCity of Dubrovnik,
administrative departments and Institutions

Implementing new scientific data on earthquake
protection and the impact on historical buildings

CONTINUOUSLY

Institute for the Restoration of Dubrovnik (IRD),
Conservatory department Ministry of Culture,
Seismic institute, University of civil engineering
Zagreb3.

5.

Connecting data between institutions to get theentire data of UNESCO WHS site

6. Conclusion

Dubrovnik is a specific site with a lot of users, owners, and stakeholders in a small area. Lots of activities
are maintained at the same time, it is a living city with residents, public and private businesses, schools,
and tourist activities. The potential disaster would have a huge impact on the cultural heritage but at thesame time on the quality of life of its residents. It is essentially important to work on prevention, raising
consciousness, and including all stakeholders in the implementation of protective measures.

References
1)2)

Management Plan for the UNESCO World Heritage site of the Old City of Dubrovnik 2021-2026.
Ivanka Jemo: Models of creating documentation in function of the restoration of Dubrovnik, EU-CHIC ,Split, Croatia 201245

2.2 Disaster Risk Management for the Former Canterbury Provincial
Council Buildings and Grounds
Amanda Ohs

 enior Heritage Advisor, Heritage Team, Christchurch City Council
S
e-mail:amanda.ohs@ccc.govt.nz

Fig. 1 F ormer Provincial Council
Buildings, timber buildings,
Durham Street North,
Christchurch.
Source: by the author, 2022.

Fig. 2 Former Provincial Council
Buildings, Bellamy’s (left),timber buildings and courtyard.
Source: by the author, 2022.

Fig. 3 Former Provincial Council
Buildings, deconstructed
Stone Chamber.
Source: by the author, 2022.

1. Introduction and Site Context

The highly significant Former Provincial Council Buildings and Grounds (CPCB) (Figs. 1,2,3) has stood vacant and unrepaired in the central business district since being severely damaged as a result of the
February 2011 Christchurch Earthquake sequence. The city lost large numbers of heritage buildings todemolition after the earthquakes - one third of central city heritage protected buildings were lost. The
Christchurch City Council (the Council) is responsible for the CPCB, which was temporarily secured after
the earthquakes. The CPCB has been cared for with a base level of maintenance and management while
decisions are made on its future use and while funding for repair and reconstruction is secured.
The CPCB was constructed from 1857-1865 to house the local provincial government offices, debating
chambers and refreshment rooms. At the time of the earthquake, the CPCB housed offices, a restaurant
and bar, and public information on the history of the buildings.
The CPCB is a prominent landmark, located on a busy corner intersection and bounded by the ŌtakaroAvon River (Fig. 4). Around the buildings, Ōtautahi-Christchurch’s central business district continues to recover from the earthquakes. Through partnership projects, mana whenua (indigenous people with traditional authority over the land) cultural heritage values have been interwoven into adjacent recovery

Fig. 4 Aerial Photograph identifying case study site (red outline).
Source: Canterbury Maps http://canterburymaps.govt.nz/,
viewed 7 November 2022.

46

Fig. 5 Te Whāriki Manaaki woven mat of welcome
with CPCB in background.
Source: by the author, 2022.

2.2 Disaster Risk Management for the Former Canterbury Provincial Council Buildings and Grounds

projects such as Te Pae, the recently completed convention centre, as well as artworks, interpretation, andpublic realm design in the Ōtakaro-Avon River corridor and Victoria Square (Fig.5).

2. Heritage Status, Values, and Attributes

The CPCB and grounds are of heritage significance at regional, national, and international levels1). The complex has

heritage protection through scheduling in theChristchurch District Plan as a Highly Significant group of
heritage items collectively known as a place (Fig.6). The
national heritage agency Heritage New Zealand Pouhere
Taonga, recognises the CPCB under the Heritage New
Zealand Pouhere Taonga Act 2014 as a Category I Historic

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Place on the national New Zealand Heritage List/Rārangi
Kōrero. Category 1 historic places are of special or outstanding historical or cultural significance or value
The CPCB is also protected under its own Act of Parliament– the 1928 Canterbury Provincial Buildings Vesting Act(amended 1988), which requires the buildings to be maintained as a memorial of the foundation of the Province ofCanterbury. In addition to this regulatory and statutory
recognition, community consultation undertaken as part Fig. 6 Heritage Aerial Map excerpt indicatingof Council’s Our Heritage, Our Taonga Heritage Strategy
extent and levels of regulatory heritage
protection.
2019-2029 strongly identified that the heritage buildings
Source:Christchurch District Plan with annotaremaining after the earthquakes are precious survivors.
tions
by the author.
The CPCB is of architectural significance for its incremental
development around a central courtyard in three stages(1857-59, 1859-60, and 1864-65) (Fig.7). This growth over time, first in timber and later in stone, expresses
the growing size, wealth and ambition of both the province and its provincial council. Architect B.

Fig. 7 CPCB Heritage Attributes.
Source: photographs by the author; floor plan, Skews Hey Ussher Architects, 1998.

47

W.Mountfort adapted medieval English models to the colonial context and is often credited for creating

Christchurch’s defining architectural character as a Gothic Revival city. Technological and craftsmanshipvalues are evident in the early, high quality construction materials, methods, and techniques and the highstandard of detailing and workmanship. As the only purpose-built provincial council buildings that are extant and as a memorial to the Province of Canterbury, the CPCB has high historical and cultural heritage

value to Ōtautahi-Christchurch and Aotearoa-New Zealand. These colonial buildings are an iconic landmark for their prominent location and relationship to the landscape. The site formed part of Puāri Pa (traditional Maori settlement), and is of significance to mana whenua as an important mahinga kai (foodgatherine area), however, these important cultural values are less visible. Awaiting repair and reconstruction, the place has the potential for dialogue about Christchurch’s complex story of colonisation, and theplace of Gothic Revival architecture within that.
The CPCB was significantly damaged by the earthquakes, in particular, the stone sections were severelycompromised. The Stone Chamber, Durham Street North and Armagh Street towers collapsed, and deconstructed to sill height. The flagstone corridor and plastered walls were damaged throughout. Despite
this damage, the complex as a whole, together with the courtyard and grounds, has high integrity and authenticity. The Former Land Transfer Office has been altered over time and is a later building (1924).

3. Actors and stakeholders

There is a broad range of stakeholders with interests and responsibilities for the site (Fig. 8). Care andmaintenance of the buildings is the responsibility of (the Council) under the Vesting Act (1928), therefore
the Council has the highest influence and interest in the place. Alterations require the approval of the
Minister of Conservation. Targeted engagement with the emergency sector, the Ōtautahi-Christchurchcommunity, neighbouring businesses, mana whenua, and potential users of the buildings would increase
their interest and influence to benefit the disaster risk management of the heritage place.

Fig. 8 CPCB stakeholder mapping.
Source: by the author, 2022.

4. Key hazards and vulnerabilities

Hazards have been identified and assessed using a risk evaluation matrix (Fig.9). The damaged and temporarily secured buildings (particularly the stone buildings) are very vulnerable to further earthquake
damage. The Alpine Fault, a different major fault to the one which caused the 2011 earthquakes, has ahigh probability (estimated at 30%) of rupturing in the next 50 years with a magnitude 8.0 earthquake
event2). Therefore the earthquake risk has been assessed as extreme. Terriorism has been assessed as ex-48

2.2 Disaster Risk Management for the Former Canterbury Provincial Council Buildings and Grounds

Fig. 9 CPCB Risk Assessment.
Source: by the author, 2022.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

treme due to the buildings’ association with government, its location opposite the international convention centre, and near to public open spaces. Christchurch recently experienced unlawful occupation of
public spaces by freedom protesters, and in Wellington the Parliament buildings and grounds were occupied with damage to property. Flooding from the Ōtakaro-Avon River has been assessed as a medium risk.
This hazard is historically frequent and estimated to increase as much as 10 to 15% with the effects of climate change3). However the buildings are located on high ground, and flood waters historically only reachthe steps of the stone buildings, which have a low vulnerability to flood damage4). The landscape and ar-chaeological values of the grounds are however vulnerable to flood damage. The vacant buildings are athigh risk of gradual deterioration through the impacts of pests, rising damp, water leaks, wet and dry rot,
efflorescence, mould/lichen, borer, vandalism and minimal maintenance. The vacant status also contributes to the extreme risk of fire.

5. Disaster scenario

An existing sprinkler system throughout the building provides fire suppression and is regularly maintained. However, vulnerabilities to fire result from the timber construction, the vacant status, and the lackof a monitored fire alarm, fire doors, or disaster risk plan. In addition, there is limited monitored surveillance, an increasing occurrence of unwanted entry to the site, and a citywide average of one fire in a vacant heritage building each year since 2019. There are no security personnel on site, and security cameras
only cover the east frontage of the building. Therefore a worst case scenario could involve an intruder entering from the west frontage behind tall vegetation and starting a fire at 3 am on a weekday morning in
February which is the height of summer. The sprinkler system malfunctions, and the fire spreads quickly.
An observer contacts the fire service, which douses the building in water to put the fire out. The fire burns
large areas of timber fabric, with secondary loss of fabric due to water and smoke damage, along withmould and fungal growth. In this scenario, the building becomes a prominent eyesore in the central city,and the owner decides it is uneconomic to repair and reconstruct. This decision is not widely opposed by
the community, and the buildings are demolished.

6. Mitigation measures

The immediate technical priority is installing a monitored fire alarm system. This is closely followed bymeasures to improve security systems. These technical measures will be a moderate to high expense.
There are a number of quick and low cost management, maintenance, and monitoring measures, such as
clearing the building of combustible materials (Fig. 10) and lowering vegetation (Fig.11) that will reduce
the fire risk. Additional security cameras are required on Durham Street ( Fig.12) Immediate education andadvocacy with stakeholders is required to generate support for bringing forward the earthquake repair
and to identify potential community uses. Medium and longer term work is required to plan and undertake the earthquake repair works, to provide access to the fire service, and prepare and implement a fireplan which may include measures such as fire doors.

49•Develop a response plan for fire•

Regular scenario practice with Fire and Emergency New Zealand (fire service)•

Fig. 10 material,
CPCB.with site/values/priority
Fig. 11 Tallvegetation, Durham Street North.
Familiarise
fireoffice,serviceareas•

Create damage and risk assessment form templates

Source: by the author, 2022.

Source: by the author, 2022.

7. Proposals for emergency preparedness and response

Figureillustrates amitigationand emergency
preparedness
measures on site. In addition to the mitiga• 12Develop
methodology
for fabricsalvage/tagging/storagetion measures proposed, the following activities undertaken prior to the emergency event will improve• Collateplans and documents (update conservation plan/undertake three-dimensional dig
emergency
preparedness:scanning).
・Develop
a response plan for fire・Regular scenario practice with Fire and Emergency New Zealand (fire service)

Fig. 12 Site plan showing existing and proposed mitigation and preparedness measures.
Source: Christchurch City Council with annotations by the author.

50

Fig. 12 Site plan showing existing and proposed mitigation and preparedness measures.
Source: Christchurch City Council with annotations by the author.

2.2 Disaster Risk Management for the Former Canterbury Provincial Council Buildings and Grounds

・Familiarise fire service with site/values/priority areas
・Create damage and risk assessment form templates

・Develop a methodology for fabric salvage/tagging/storage・Collate plans and documents (update conservation plan/undertake three-dimensional digital scanning).

These will be implemented by the Council, engaging expert consultants as required, and by including thefire service in site meetings and planning.
Emergency response (Fig. 13) will involve a number of actors, including the owner, fire service, conservation architect, heritage engineer, and specialists as required (conservators, stonemasons, archaeologists,arborists, builders, mould removal specialists).

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 13 CPCB Response Plan.
Source: by the author, 2022.

8. Proposals for emergency recovery

Planning for recovery from a future fire scenario is inextricably intertwined with the current need for recovery of the CPCB from the 2011 earthquake damage. Recovery will need to be a phased approach, considering the scale and complexity of works. To date the earthquake recovery has been paused due to thehuge financial cost to repair the whole complex and reconstruct the Stone Chamber. The council as theowner should lead the recovery, ideally with a multidisciplinary team. The less damaged sections should
be repaired first with available funding, allowing part of the complex to be returned to use in order togenerate an income and enable community access.
Reconnecting the community with the site is vital to the success of the recovery and in order to bring thebuildings and grounds to life once more as a living memorial to the foundation of the Province ofCanterbury. This can be done through temporary activation, including artwork, events, and storytelling
opportunities. It can also be done through community generated uses. There are existing models for community activation and involvement that have been successfully used elsewhere in the city for community
earthquake recovery that the Council can draw on. Members of the public can also take on and lead someof this work with Council support, in line with the Council’s Heritage Strategy.
Stabilization and monitoring of fabric (in situ and stored) will need to be undertaken in the early stages.

51

Conceptual, then detailed planning and regulatory Building Consent and Planning approvals will need tobe obtained for all phases of work. As activity on site brings a new set of fire hazards, these will need to becarefully managed during construction works. While phase one of the repair and reconstruction is underway, external funding will need to be sought to fund the reconstruction and repair of the deconstructed
Stone Chamber and severely damaged Bellamy’s wing. Alongside the repair works, a Māori heritage val-

ues assessment should be commissioned to inform future integration and appropriate expression andrecognition of those values on the site. This approach is evident in public realm works in the vicinity of thesite and could be achieved through a landscape design partnership approach with mana whenua.

9. Conclusion

The former Canterbury Provincial Council Buildings and Grounds have high heritage significance for awide range of values, some of which are hidden and have the potential to be sympathetically expressedon site. This landmark heritage place is resilient in many ways but also has vulnerabilities and faces a number of hazards now and into the future. Through the process of developing a disaster risk plan for a fire
scenario, the need to address the vacant site and earthquake damage as a matter of urgency has been
identified alongside fire mitigation measures. There is strength in fostering collaboration, integration, andpartnership with stakeholders with the potential to positively contribute to the risk reduction, emergency
preparedness, and ultimately the recovery of the buildings in any future emergency events.

Acknowledgements

Rita Estrella, Senior Project Coordinator, Christchurch City Council, provided vital access to the buildings
along with useful information. Maria Adamski, Asset Engineer, Christchurch City Council, provided accessto documentation. Bruce Irving, Senior Advisor Risk Reduction, Canterbury District, Fire and Emergency
New Zealand, generously answered my many questions about the fire hazard and scenarios at the buildings. Tony Ussher, Conservation Architect shared his wealth of knowledge about the buildings. Brendan
Smyth, Heritage Team Leader, Christchurch City Council, provided support for me to undertake this training course. I would also like to thank Dr. Elke Selter for the perspectives she shared through her mentorship and all the organizers, lecturers, and other experts involved in the ITC course.

References

1)	Statement of Significance, Christchurch District Plan, Appendix 9.3.7.2 Schedule of Significant Historic
Heritage, https://districtplan.ccc.govt.nz/Images/DistrictPlanImages/Statement%20of%20Significance/
Central%20City/HID%20638.pdf,, accessed 7 November 2022.
2)	GNS science Te Pū Ao https://www.gns.cri.nz/, accessed 7 November 2022.
3)	NIWA (National Institute of Water and Atmospheric Research) Taihoro Nukurangi, https://niwa.co.nz/,
accessed 7 October 20224)	Christchurch City Council Council, Floor level map, https://ccc.govt.nz/services/water-and-drainage/stormwater-and-drainage/flooding/floorlevelmap, accessed 17 October 2022; Pers comm. Tony
Ussher, 6 October 2022.

52

2.3 Disaster Risk Management Plan for A Century-old Temple:
Tamsui Fuyou Palace, Taiwan
Chao-Shiang Li

 ssistant Professor, China University of Technology, Dep. of Interior DesignAe-mail: csl17@cute.edu.tw

1. Introduction of Tamsui Fuyou Palace(1) Historical and Geographic Setting
Tamsui is a seaside district in New Taipei City, Taiwan, with a population of 183,278. There are 738 residents within the boundary of the village where the Palace is located1). The history of Tamsui Fuyou

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Palace’s construction dates back to Qianlong’s reign in the Qing Dynasty (1782), located just in front of theTamsui old port. In the late Qing dynasty, due to that Tamsui’s proximity to mainland China and it is a naturally built harbor, it quickly became a major fishing and trade port (Li, 1996). The Tamsui Fuyou Palace
was constructed in response to the expanding domestic and international traveller population’s demand
for spiritual comfort and support in light of maritime safety. Since then, the emerging blocks have been
extended from the Fuyou Palace, which is at the core area of Tamsui old town. There are six temples built
later in this area (See Fig.1).

Fig. 1 Tamsui Fuyou Palace, New Taipei City
Source: by the author

Fuyou Palace is the earliest temple worshipped Mazu in Tamsui. It was rebuilt and completed in 1796. In
1972, the local believers initiated the new constructions around the palace. In 1985, it was listed as
National Monument based on its value in culture, history, and aesthetics.
(2) Heritage Value and Attributes
The main part of Fuyou Palace follows the Taoism style. The temple is divided into a front hall, a prayer pavilion, a show stage (courtyard), the main hall, two corridors, and an auditorium at the back of the temple.
Goddess Mazu is placed in the center of the main hall. As a long-standing local belief center, it connected
Han communities of different ethnic groups and laid the foundation for the early development of Tamsui
since the 18th century; it is also the local spiritual sustenance during the Qing-French War and theJapanese period up to the present day.
The historic temple maintained mostly original wooden and stone-built construction, which dated back to
the 17th AD. Inside, the 200-year-old art crafts of fragmented ceramics, murals, stone and wood carvings,
and plaques are preserved (See Fig. 2). The key heritage attributes (architecture, religion, narratives, antiq-

53

uities, and living heritage) of Fuyou Palace can be summarized in Fig. 3., including historical, architectural,cultural, social, religious, and artistic values.

1. 1960, Mazu statue
2. In 1887, the plaque was given by Qing Emperor after the Qing-French War
3. In 1797, the temple’s plaque was named “Fuyou Palace”
4. 1797, a plaque with the respectful name of Mazu
5. 1797, a plaque with the worship of Mazu
6. 1840, a plaque with the worship of Mazu
7. 1807, a plaque with the worship of Mazu
8. 1797, a plaque with the worship of Mazu
9. 1796, a monument of the Tamsui civil lighthouse

Fig. 2 The collection of Tamsui Fuyou Palace
Source: by Tamsui Fuyou Palace (2022)3)

Fig. 3 The Heritage Attribute and Value of Tamsui Fuyou Palace
Source: by the author

2. Risk Analysis of Tamsui Fuyou Palace

The following demonstrates the inter-relationships between hazards and vulnerabilities, as well as the potential impacts on the heritage attributes of Tamsui Fuyou Palace.
(1) Typhoon and Flooding
Typhoon is one of the three major disasters in Taiwan (the other two are earthquake and flood), andTamsui is no exception. Fig. 4 shows the most frequent typhoon route around Taiwan is from the northeast side towards the northwest direction. Tamsui (marked in red star) is at the junction of route 1 androute 9 facing a high potential hazard impact. According to existing records, there were three times offlooding (see Fig.5, marked in blue points) approaching Fuyou Palace, but no direct impact on the temple(marked in red square). According to the above, the medium risk is identified regarding the hazards andvulnerabilities to Fuyou Palace; there are more potential impacts towards antiquates than architecture in
the perspective of heritage attributes.

54

2.3 Disaster Risk Management Plan for A Century-old Temple: Tamsui Fuyou Palace, Taiwan

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 4 The Heritage Attribute and Value of Tamsui Fuyou Palace
Source: TYPHOON ROOM4)

Fig. 5 Flood Disaster History in Tamsui
Source: Tamsui District Office, New Taipei City Government, 20215)(2) Earthquakes and Tsunamis
Based on the official simulation data in 20215), the earthquake-resistant classification of the Fuyou Palaceneighborhood is as Fig. 6. With a 6.9 scale earthquake in Shilin (15 km away from Tsunami), the simulation
demonstrates that there will be 2 buildings fully collapsed, 1 building half collapsed, 17 buildings withslight structure damaged. About 35% of the residents choose public assistance for refuge; using the total
population of 738 as a basis for calculation, 258 residents need to be resettled. A comprehensive refuge
space plan is needed to meet the requirement. Therefore, the medium risk is identified regarding the hazards and vulnerabilities to Fuyou Palace in Earthquakes; the potential impacts of the heritage attributes
from strong to weak sequentially are architecture, antiquates, and traditional knowledge.
Regarding the tsunami, in the case of this region, it is usually generated by earthquakes below water. The
latest simulation data (2021)5) gives the situation that an offshore earthquake of 7.3 scale (90 km awayfrom the Tamsui) which causes the 79km per hour tsunami with a height of 8 to 10 meters hitting this area(see Fig. 7). Considering the historically low probability of occurrence, this simulation should be in the me-55

Fig. 6 Earthquake simulation of Fuyou Palace neighborhood Fig. 7 Tsunami simulation of Fuyou Palace neighborhood
Source: Tamsui District Office, New Taipei City Government, Source: T a m s u i D i s t r i c t O f f i c e , N e w Ta i p e i C i t y
2021
Government, 2021

dium risk of the hazards and vulnerabilities of Fuyou Palace; the potential impact towards heritage attributes in sequent are antiquates, architecture, and the belief of sea goddess.
(3) Fire Hazard
After a series of workshop, discussion, and site investigation in the Fuyou Palace, there are several fire risks
as below, a) the temple’s internal space uses open fire (lighting incense and staff kitchen), b) the building’scable lines are aged, c) the visitors are vast in the particular event which overloads the capacity, d) except
the front door’s temple court, the other three sides’ external space, and the surrounding lane/alley are
narrow causing the difficulty for tourists to evacuate, e) lots of fireworks during the Mazu Pilgrimage
Procession. The research team conducts a fire simulation (CPRC, 2022) with the adjacent buildings separated by 3 meters in the case of Fuyou Palace (see Fig. 8). It demonstrates that within 60 seconds, the firepoint started on the bottom floor and had made it to the ceiling; after the 80s, the fire spreads to the next
building’s first floor; 120s later, the fire spreads to the next building’s ground floor.
Thus, regarding the hazards and vulnerabilities of Fuyou Palace, the high risk of fire is recognized in consensus by the site managers and the research team. And the potential impacts of the heritage attributes(in the sequence of intensity), including architecture, antiquates, traditional knowledge (documentation),and social conflict.

60 seconds

80 seconds
Fig. 8 Fire simulation of Fuyou Palace
Source: CPRC, 2022

56

120 seconds

2.3 Disaster Risk Management Plan for A Century-old Temple: Tamsui Fuyou Palace, Taiwan

3. Worst Case Disaster Scenario(1) Fire Accident during the Pilgrimage Procession

A fire accident during the Mazu Pilgrimage Procession of Fuyou Palace is set for this scenario. The scenario
is dated April 21st, 2029 Saturday. The day was 28° sunny/windy with a humidity of 80.1%7). The fire acci-

dent is caused in two places and both are in the route of the Mazu Pilgrimage Procession (see Fig. 9). The
first fire point (fire point B) is at Fuyou Place, at 14:23, due to the crowded prayers and visitors, someone
accidentally knocked over the incense burner, the sparks hit a group of paper money; meanwhile, a seriesof firecrackers and fireworks were set off, one of the burning pieces dropped into a shophouse then became the second fire point (fire point A).

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 9 Worst Disaster Scenario of Tamsui Fuyou Palace: Fire
Source: by the author

Thereafter, because the senior temple staff were in the Procession, only one newly joined volunteer who
has not yet completed the fire drill training. The crowd delayed both the staff and firefighters from getting
to the fire in time. Due to windy weather (East wind) and dry daytime, the fire spreads to the neighborhood buildings. Some residents were injured, including the temple staff. 15 buildings were burned within
30 minutes. Many people were injured as a result of the pushing during the evacuation. Zhongzheng Road
(the historical street) was closed for safety. The shops in the historical street were forced to close down.
For the palace, the wooden structures were burned down, and the stone bases and pillars still stood butwith dark scorch marks. Only the Mazu idol and a couple of plaques were rescued.
(2) Disaster Mitigation Measures Proposals for the Fire Scenario
By reviewing the above fire scenario as the worst disaster to Fuyou Palace, the following mitigation measures proposals are generated for reference. These proposals can be generally concluded in four scales ofintervention, including the national level, city level, building level, and the site/attributes level (see Tab.1).
At the national level, a cooperation network for emergencies in the cultural heritage institutions including
the legal framework and financial support is in demand. The measure could provide an effective response
based on the current heritage network in the case of emergency but also offer the existing financial support for recovery. For the city level, an extra outdoor sprinkler system at the front courtyard and a dedicated fire escape route for the fire hazard should be considered. It could create the advantage of probably
eliminating fire in the minimum territory and shortest time. Regarding the building level, to reduce theimpact on collections and wooden structures during a serious fire, it should make a rescue plan for collec-

57

tions and documentation by mapping a 2nd escape route but also adopt the appropriate fireproofing

coating to the whole or part of wooden structures (given the probable impact of fireproof coating on thetimber components of this historic building, it must first be examined and approved by the relevant gov-

ernment agency. Finally, at the site and attributes level, the suggestions are encouraging the annual
events to include training courses and renewing the rescue plan through regular fire drills yearly, as wellas sufficient emergency kits at the place.

Tab. 1 Proposals for the fire scenario of Fuyou Palace
Source: by the author
Description of
Mitigation Measure

Scale ofIntervention

Which hazards are
eliminated, reduced

Duration of
implementation

Estimated
Cost

1

Cooperation networkfor emergencies in
the culture heritage
institutions

National[1]Prepare aneffective response in
the case of emergency[2]Financial support
for recovery

Culture sectors, tourism sectors, heritage
institutions (museums,
National archive, etc.),
rescue services, NGOs,
religious charities, public
representatives, and temple
managers.

Long

Low

2

Extra sprinkler systemand dedicated fireescape for the fire
hazardCity

Probably eliminatedfire in the minimum
territory and shortesttime

The city council, civic
engineers, firefighters,
environment specialists,
and behaviourist, temple
manager, local communities.

MediumMedium3[1]Rescue plan forcollections anddocumentation (2ndescape routes)[2]Adopt the appropriate fireproofing
coating to the wholeor part of wooden
structures

Building

Reduce impact oncollections andwooden structuresduring a serious fireTemple management team,
relevant departments,
experts, and residents/
volunteers.

ShortMediumLow

4[1]The annual events
include training
courses and renewing
the rescue plan yearly[2]Regular fire drills[3]Emergency kit

Site level,
attributes
level

prepare an effective
response in the caseof emergency

Temple management team,
relevant departments,
experts and residents/
volunteers.

ShortMedium

LowMediumWho would be involved

This case study site adopts the theoretical framework of social capital with regard to the pre-disaster recovery programing. Social interactions are a form of social capital that can offer help when it’s needed(Woolcock & Sweetser, 2002; Pelling, 2003; Aldrich, 2012). As shown in Fig. 10, Tamsui Fuyou Palace isplaced at the centre of a network of local social capital that also includes local businesses, organisations,professionals, and historical sites. The Linking Social Capital (public sectors network) initiates the pre-disaster recovery mechanism, followed by the involvement of the Bridging Social Capital (network B: NGO, NPO,and academics), and the Bonding Social Capital (network A: residents, heritage owners), which serves as
the recovery hub by communicating with and responding to the stakeholder-network.
Using the aforementioned framework and the disaster scenario as a guide, the pre-disaster recovery programming must take into account the following elements: the size of the permanent residents’ housing;
the lack of emergency evacuation sites; the redesign of the old street; the urban renewal of buildings withthe addition of green space; the connection of the updated building to the main road; and the early placement of the disaster relief road. This document proposes six pre-disaster recovery recommendations, including district configuration, rebuilding, reconstruction and conservation, optimization of evacuationroutes, creation of vast open spaces, disaster preventive warehouse, and formation of local shelters (seeFig. 11).

58

2.3 Disaster Risk Management Plan for A Century-old Temple: Tamsui Fuyou Palace, Taiwan

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 10 The Theoretical Framework of Social Capital
Source: CPRC, 2022.

Fig. 11 Tamsui Fuyou Palace Pre-disaster Recovery Proposals
Source: CPRC, 2022.

4. Conclusion

This paper demonstrated the necessity to improve the current risk management strategies at Fuyou
Palace to mitigate the effect of future hazards. The recognized short-term actions includea) Disaster Risk Management (DRM) framework in legal and fanatical: requesting the stakeholder institutions to engage Fuyou Palace’s protection network and to financially support the Site Management and59

DRM plans.

b) E vacuation: planning a coherent visitor path from the backyard to the front court to create the multi-es-

cape routes, also creating further evacuation routes (identify the five doorways to the temple court) as
indicated in the disaster mitigation strategy.

c) P reparedness and reduction measures: regular fire drills and emergency kits; rescue plan for collections

and documentation (the 2nd escape routes);d) T raining: keeping the awareness of staff in detailed characteristics of the site for hazard prediction; making the connection between DRR activities and the local event.
And the Medium and long-term measures includea) Stakeholder and community: raising awareness among the population on the relevance of Fuyou
Palace and stakeholders, and providing trainings for the first aids in case of hazards.
b) P rotecting: adopting the approval fireproofing coating to the whole or part of wooden structures (after
being examined and approved by the heritage sector), outdoor sprinkler system and dedicated fire escape.
In conclusion, this paper reveals the importance of participatory planning for pre-disaster recovery proposals. The proposal for Fuyou Palace’s DRM aims to establish a 3-level detection reporting system lying
daily (for the site manager), regular (for the authority), and practical drills (for community capacity-building). According to the scenario, it highlights a close follow up on disaster reporting is essential for the nextstage of programming, this paper gives the following to-do-items, including disaster notification, cultural
relic rescue, disaster relief treatment, personnel evacuation, evacuation, and resettlement, refuge site, material preparation, resource mobilization, and emergency response task grouping for the further reference.

Acknowledgment

I would like to express my deep thanks to Rohit Jigyasu, Takeyuki Okubo, Dowon Kim, Lata Shakia, and the
Ritsumeikan University and ICCROM teaching teams. Sincerely appreciate Dr. Ksenia Chmutina for providing excellent mentoring and guidance throughout the program. Special thanks also for the team of CPRC’s
full support.

References
1)

2)
3)
4)
5)

Taiwan Economic Society Analysis System, Taiwan Geographic Information Center, https://tesas.nat.
gov.tw/lflt/analysis.html, accessed 21 November 2022.
Li, C.L.: Tamsui Fuyou Palace Investigation and Research Report, Taipei County Government, 1996.
Tamsui Fuyou Palace: The Contingency Plan for Municipality-designated Monument “Tamsui Fuyou
Palace”, 2022.
TYPHOON ROOM. http://www.tyroom.url.tw/typhoon/statistics/tai_03.htm, accessed 21 November 2022.
Tamsui District Office: Tamsui Regional Disaster Prevention and Rescue Plan, New Taipei City

Government, 2021.
6)	​Cultural Property Research Center (CPRC): Harmonization mechanism between the design audit andeducation training of cultural heritage conservation and disaster reduction, workshop brochure,​
China University of Technology, Taipei, 2022.
7) New Taipei City https://www.ntpc.gov.tw/ch/home.jsp?id=bf980cf8de30863b accessed 21 November
2022.
8) ICCROM: First Aid to Cultural Heritage in Time of Crisis, 2018, https://www.iccrom.org/publication/
first-aid-cultural-heritage-times-crisis-toolkit, accessed 21 November 2022.
9) Aldrich D. P.: The power of people: Social capital’s role in recovery from the 1995 Kobe earthquake.
Natural Hazards, 56, 595-561, 2012.
10) Pelling, M.: The vulnerability of cities: Natural disaster and social resilience. London: Earthscan, 2003.
11) Woolcock, M. and Sweetser, A. T.: Bright ideas: social capital – the bonds that connect. AsianDevelopment Bank Review 34(2): 26-27, 2002.

60

2.4 Cultural Heritage Resiliency Plan: an Interactive Protection Plan
Focused on Enhancing Preparedness Capacity for the City of Music
Chris Soliz djunct Instructor, Western Carolina University, Department of Emergency
A
Management
e-mail: csoliz@bridgewayconsultingllc.com

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 1 18th and Vine Historic District; Kansas City, Missouri (United States).
Source: Chris Soliz, Bridgeway Consulting LLC ©

1. Introduction(1) Presentation of the case study
In 2017, the Kansas City local government and heritage stakeholders embarked on an important journey
to safeguard its tangible and intangible heritage surrounding the jazz music traditions that have influenced music worldwide. This has resulted in the city being recognized as a City of Music under the
UNESCO designation (City of Music). This case study represents a further effort to provide a disaster resilience capability specifically for the 18th & Vine Historic District to utilize in the protection of the historicalelements and musical traditions.
Kansas City was home for Charlie Parker, Jr. and Ben Webster, two of the most recognizable jazz musicians
responsible for the foundations of American swing music and bebop. They were also crucial to the beginnings of the 18th & Vine intersection as an international destination. Currently, there are 2 performancevenues, 5 museums, 1 art gallery, and non-profit organizations that are maintaining the jazz music tradi-Fig. 2 18th & Vine Historic District Boundaries.
Source: Chris Soliz, Bridgeway Consulting LLC ©

61

tion in what is now the Historic District (Fig. 1 and 2). This is an important hub for the collection of tangible
history and historic buildings but also provides venues for musicians to carry on the jazz traditions. In ad-

dition to providing a disaster resilience capability, this case study will explore the possibility of supporting
the participating organizations and people with the means for sustainment when their primary functions

are interrupted. The COVID-19 pandemic highlighted an additional need for personal and business continuity when typical business operations are prevented.
This case study will create a resilience plan that delivers equitable access to preparedness information, development of response teams, and partnership with the local emergency management agency. It will result in organizational capacity for response and recovery, alternative facility use plans as public shelters,
and formal (marketable) skills for individuals to use in support of emergency situations.

(2) Historic and traditional values
The City of Music in Kansas City has determined several program goals that reveal the historic and traditional values associated with the jazz music heritage. Significantly, 60% of all art and culture organizationsin the region are in Kansas City.
As a Creative City of Music (Fig. 3), Kansas City is working to1:
● Promote jazz heritage as a driver for sustainable development through city-adopted policies forneighborhoods, with jazz music being the principal component● Implement cultural district planning according to the universal values carried by Local 627 African
American jazz musicians’ union, to honor and valorize the historic and existing culture of the 18thand Vine Historic District, and local neighborhoods● Implement a Jazz Corridor, which identifies all aspects of Jazz for the national and international
creative consumer for entertainment, education, historic preservation and businesses purposes●B uild an economic development plan in the city’s urban core and cultural tourism sites which will
include a strong international component and connect to countries with an interest in jazz andBlack American Music; and●E
 ngage other Creative Cities through musical collaborations including the Voyage of the Drums Jazz
Festival, aimed to foster inter-cultural understanding, tolerance and mutual respect through music.

Fig. 3 UNESCO Cities of Music.
Source: www.citiesofmusic.net

2. Risk analysis and local assessment

As active caretakers of tangible and intangible cultural heritage, participants in the Cultural Heritage
Resilience Plan are committed to the preparation, response, and recovery strategies outlined in this Plan.
To implement this protection framework, an extensive hazard and risk assessment has been conducted tofocus solutions on risk reduction, response, and recovery plans. This is presented in an interactive format,
providing continually updated and current information that enables equitable access for the entire cre1

62

Kansas City, UNESCO City of Music, https://citiesofmusic.net/city/kansas-city/2.4 Cultural Heritage Resiliency Plan: an Interactive Protection Plan Focused on Enhancing Preparedness Capacity for the City of Music

Fig. 4 Risk Data Analysis Tool.
Source: Chris Soliz, Bridgeway Consulting LLC ©

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

ative community. (Fig. 4)
The risk analysis is comprised of three parts to consider national, regional, and local data. First, a high-level
understanding is achieved by the use of the National Risk Index. This generally describes a risk profile andprovides a historical understanding of natural hazard risk. Second, the comparison is made with the regional analysis completed by the closest emergency management agency. This serves to validate and refine the national assessment with additional context and includes considerations for the local government
jurisdiction. Third, an assessment customized for the historic district was conducted using an objective
measurement of 85 elements for their relative risk and potential for harm.
Evaluation of the hazard and risk information is completed using a standardized scoring measure that provides a summary of hazard analysis. As shown in Fig. 5, this method considers the probability and severityof hazards and results in a score for relative risk. Probability is estimated according to the historical record ofoccurrence. Severity is measured with human, property, and business impact while considering existing
mitigation measures and organizational capacity for resilience.

Fig. 5 Risk Analysis Results; Probability / Severity.
Source: Chris Soliz, Bridgeway Consulting LLC ©

3. Worst case scenario

A worst-case scenario has been considered only as a method to establish why an emergency plan is needed and the benefit it provides. While risk analysis for the historic district indicates winter weather and ahigh crime index should be prioritized, this is not a prediction of events. This scenario serves to facilitate
the discussion surrounding the usefulness of using historic sites as public shelters and the value that formal training offers.
A winter storm (representing the primary hazard) has persisted in Kansas City, Missouri for several days
and is expected to last another several days. Freezing temperatures have forced closures of government
offices, schools, and businesses. The utility infrastructure is having difficulty remaining in service becauseof the cold and the difficulty for city workers to manage the outages.
Although the city does have pre-established shelters and warming centers, conditions have now caused

63

power outages across many areas in the city. The neighborhood nearest to the 18th & Vine Historic District

has lost power, and so has the nearest designated warming shelter. However, the power has remained intact for the areas encompassing the historic district. In response to the need for a warming shelter, The
Museums at 18th & Vine have decided to open its doors to the public. (Fig. 6)

Fig. 6 18 & Vine Worst Case Scenario.
Source: Chris Soliz, Bridgeway Consulting LLC ©

The museum, however, does not have the capacity to operate a public shelter. Staff is not trained, and thefacility does not have the necessary equipment or supplies on hand. Tensions begin to rise due to increasing numbers and lack of capacity. A visit from government officials does not help to reduce tensions, assatisfactory solutions are not available in response to questions from the public.
With no forthcoming information, minimal shelter capacity, and persistent power loss conditions, publicanger reaches a tipping point. An active violence situation (representing the secondary hazard) arises thatputs community members in danger and the heritage site at risk. Although local law enforcement arrives
quickly, people have been injured, and the museum has sustained physical damage.

4. Development of the Cultural Heritage Resiliency Plan

(1) Goals and objectives
In addition to the protection of cultural heritage, it is the goal of this Resilience Plan to aid the heritage
community in pursuing business and personal income reliability during times of emergency. This is a strategy currently in development by the Art of Creative Resilience, “The potential impact of redeploying creative sectors in support of community response and recovery, rather than shuttering their operations intimes of emergency, is enormous.”
Goals:● Increase the creative community’s capacity to plan for, respond to, and recover from emergencies.
● Develop an interactive web-based platform that heavily utilizes GIS tools to provide “always current” situational awareness for any organization.
● Enable each participating organization to form an emergency response team aligned with the local
and state response framework.
● Establish a cooperative regional heritage emergency response team aligned with the local andstate response framework.
● Identify alternative use opportunities for heritage sites by partnering with the local emergency
management agency to establish public shelters.

642.4 Cultural Heritage Resiliency Plan: an Interactive Protection Plan Focused on Enhancing Preparedness Capacity for the City of Music● Establish a formal Shelter Management Team to support local emergency management programs
and provide alternative income skill sets.

(2) Mitigation projects resulting in an inclusive and actionable response/recovery plan

Participants in this Resiliency Plan are committed to a multi-pronged approach to reducing risk. Specificprojects will be undertaken to train a response force, protect assets, support community protective efforts,
and prepare for recovery to the greatest extent possible.
● Complete a detailed inventory of organizational assets to establish a tool providing the ability to
immediately evaluate assets using a standardized, comprehensive method.2

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants● Develop organizational policies for emergency conditions. This will provide a marketable, and verified, skill set for individuals and align the organization with the National Incident Management
System (NIMS).3● Register each organization with the FEMA Public Assistance Grants Portal to enable each to apply
for federal assistance in relief of costs incurred while responding and recovering.4● Develop emergency response teams that are dedicated to cultural heritage, may be utilized by the
local emergency management agency for shelter management. Management of training and people can be accomplished using FEMA’s One Responder system.5● Implement a training plan that is aligned with NIMS, prioritizes safety, and develops specializedskills relevant to the organization. Additionally, this will provide formal skills credentialing.6● Conduct facility assessments and coordinate with the local Emergency Management Agency touse as a public emergency shelter during times of crisis.
● Establish a qualified shelter management team for any facility determined to be appropriate foruse as an emergency public shelter.
● Partner with the local emergency management agency to join the local government’s Hazard
Mitigation plan by developing a mitigation project specifically for designated Historic Sites.
● Coordinate with the local emergency management agency for consideration in the National
Emergency Power Restoration prioritization listing for post-disaster recovery.7(3) Pilot project development and implementation
The pilot project is to develop and implement an interactive, web-based resilience tool for the protectionof the 18th & Vine Historic District in Kansas City, Missouri (Fig. 7). This will require the assembly of interac-

tive Geographic Information Systems (GIS) mapping tools and useful data analysis for stakeholders within
the historic district (Fig. 8). Technical analysis will be largely automated, and will provide the community
profile, risk priorities, risk reduction strategy, response capability, and recovery processes. Direct heritage
stakeholders will be included to determine their perceptions, priorities, and needs. Finally, all participatingorganizations will be trained in the use of the resiliency platform.
Primary objectives:•D evelop/Refine Interactive Plan•E ngage/Enlist Adoption of Plan by Historic District Organizations

2	First Aid to Cultural Heritage in Times of Crisis, International Centre for the Study of the Preservation and3
4

Restoration of Cultural Property (ICCROM)

National Incident Management System, https://www.fema.gov/emergency-managers/nims
FEMA Public Assistance Grants Program, https://grantee.fema.gov

5	FEMA One Responder Portal, https://preptoolkit.fema.gov/web/national-resource-hub/personnel6

qualifications

FEMA Incident Command System training, https://training.fema.gov/nims/

7	US Army Corps of Engineers’ Emergency Power Facility Assessment Tool, https://www.usace.army.mil/
Missions/Emergency-Operations/National-Response-Framework/65

Fig. 7 Interactive Web-based Resiliency Plan.
Source: Chris Soliz, Bridgeway Consulting LLC ©

Fig. 8 Geologic Hazards Map.
Source: Chris Soliz, Bridgeway Consulting LLC ©

66

2.4 Cultural Heritage Resiliency Plan: an Interactive Protection Plan Focused on Enhancing Preparedness Capacity for the City of Music• Provide Emergency Response Training• Partner with Local Emergency Management

4. Summation

The Cultural Heritage Resilience Plan represents the City of Music’s proactive effort to identify their needs,
risks, and existing capacity to encourage a resilient future for the 18th & Vine Historic District. Collaboration

with the local emergency management agency is a significant element, which will result in effective response teams and facilities that can enhance the provision of public shelters. Importantly, creative workers
and organizations will also benefit from the creation of a new ecosystem of jobs, certifications, training,and service models that leverage creative community skills to enhance the government agency’s capacity
for response.
This resiliency tool bridges the gap between heritage institutions and disaster management. With an un-

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

derstanding of the risks faced by the creative community, an effective risk reduction plan is implemented
that includes training, coordination with local response partners, and distinct response plans. Strategies
are also aligned with the National Response Framework and the National Incident Management System toprovide a baseline that ensures common understanding and increases capacity through cooperation withlocal emergency responders.

Acknowledgments

Special thank you to the host and partner in this case study. This project would not be possible without
the vision and accommodations from Jacob A. Wagner, Associate Professor of Urban Planning; Design
Center for Neighborhoods Department of Architecture, Urban Planning, Design University of Missouri –Kansas City, umkccreativecitieskc@umkc.edu.

672.5 Built Heritage Disaster Risk Management Plan Pilot in the Canadian Rocky
Mountains National Parks: Twin Falls Tea House National Historic Site Draft DRMP
Evan Oxland

 uilt Heritage Advisor, Parks Canada, Indigenous Affairs and Cultural Heritage
B
Directorate, Built Heritage Unitevan.oxland@pc.gc.ca

1. Introduction

This project was first envisioned as a regional analysis of the designated Built Heritage resources in the
Canadian Rocky Mountain Parks in response to a variety of concerns surrounding wildfire risk in regard to
backcountry or remote resources. This document does not necessarily reflect the views or policies of Parks
Canada, nor has it been reviewed against such. It is a case study of how disaster risk management could
potentially play out at a National Historic Site
1.1 Site Context
The subject site, as shown in Fig. 1, Twin Falls Tea House NHS, is regionally located in Yoho National Park
(YNP), just north of the town of Field in British Columbia, Canada. The building was constructed of hewn
logs in the Rustic Style in three phases between 1908-1928 (Fig. 2), and strategically located in a dramatic
mountainous setting of the Upper Yoho Valley by the Canadian Pacific Railway (CPR) to lure tourists to theregion, offer visitors respite, and serve as a convenient location to base further adventures from. Recently
under a new lease holder, the operation will once again serve as a traditional tea house for day-use refreshments and overnight stays. Parks Canada remains the land owner and authority having jurisdiction
for all activities and uses on the lands.

Fig. 1 Twin Falls Tea House NHS, Yoho National Park, Regional Locator Map
Source: Evan Oxland, 2022

1.2 Heritage Value
The heritage value of the site is defined by its National Historic Site (NHS) designation through the Historic
Sites and Monuments Board of Canada (HSMBC) and its Federal Heritage Properties designation throughthe Federal Historic Building Review Office (FHBRO). It is also protected as a cultural resource under theParks Canada Cultural Resources Management Policy. These designations are documented and supported
by a variety of foundational heritage documents including a Statement of Significance, Heritage Character
Statement, and administratively through the Management Statement. As per the heritage evaluation processes used at Parks Canada, these documents detail site values of Architectural, Historical, and68

2.5 Built Heritage Disaster Risk Management Plan Pilot in the Canadian Rocky Mountains National Parks: Twin Falls Tea House National Historic Site Draft DRMP

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 2 Twin Falls Tea House NHS, General Building Context
Source: Bound to Explore Adventure Travel Blog, 2019 (https://boundtoexplore.com/hiking-twin-falls-yoho-national-park/)

Environmental Associations, and the Character Defining Elements which embody or convey them.
The site’s Architectural Value lies in its excellent log construction in the Rustic style, including the latterdouble storey addition in the Swiss Chalet Style (Fig. 2). Historical Value includes association with Canadian
Pacific Railway development of touristic facilities. Environmental Value includes the building’s contribution
to a picturesque scene, being set at the foot of the Yoho Glacier, and spectacular views from an escarpment. Significant to hiking and climbing communities, the nearby Twin Falls, fed by the terminus of the
Glacier de Poilus, remains a major tourist attraction - and even became the subject of a painting by the
famed John Singer Sargent in the site’s earlier days.1) Character defining elements of the site primarily include the log building and its architecture. This is due to the date of designation in the 1990s when cultural landscape approaches and Indigenous values were not as recognized in the evaluation processes as
they are today.

2. Hazards and Vulnerabilities

At Twin Falls, around 20 site hazards, both natural and human-induced, were identified in the process ofhazard mapping by compiling previous work done in an openware qGIS environment. This included charting out numerous potential site vulnerabilities that might magnify the severity of results of a given hazard,
as well as thinking about secondary hazards subsequent to a given primary hazard. Given the remote isolated location of the subject site, and the dramatic mountainous setting that it is within, the most pressing
hazards are those of environmental concerns such as wildfire, flooding, debris flows, landslides, and avalanche. Hazards were analysed in terms of seasonality, exposures being radically different in summer versus winter (Fig 3). Human-induced threats, such as administrative risk, are considered to be relatively low.
However, accidental fires related to either occupancy or wildfire triggered by human recreation are possible.
The physical wood material of Twin Falls was identified as one of the primary vulnerabilities, as it could
provide fuel for fire or food for biological growth or decay. Climate change remains the most concerning
environmental vulnerability factor. Climate predictions suggest that weather will become drier, in terms of
evapotranspiration, there could actually be a net precipitation increase, but this would be driven off more
quickly by higher temperatures, all meaning that the fire season is expected to increase by 31-40 days under RCP 8.5 by 2070-2100.2-5) Large wildfires are becoming more frequent, and generally the most concerning risk. Threats such as flooding were analysed by Public Safety Canada, and risks may include theloss or diversion of one of the unique twinned flows, and unassessed impacts on the site supporting rocky
slopes above the waterfall outflow.6)

69

Fig. 3 Site Exposures to Seasonal Hazards: Summer on Left and Winter on Right
Source: Evan Oxland & Google Earth Pro, 2022

Using the ITC-DRMP Disaster Imagination Game (DIG), a worst-case scenario, was constructed to test whatsort of planning, mitigation, and recovery methods could be used to help manage a particularly stressful
event. This exercise is intended to help bolster the administrative systems, procedures, risk prevention,and physical resilience of a cultural heritage site in the case of a disaster generally. The worst-case scenario
was defined as a number of different massive crown wildfires (natural or human-induced), a situation
where fire response staff and resources have already been stretched thin or absconded by preceding
threats to neighboring townsites and parks. Fires were started both by natural causes, lightning, and human induced fires surrounding recreation. With recent multi-year droughts, high temperatures and winds,
the fires rapidly inflame and spread. This scenario also includes a large group of site visitors, including site
operator presence-smoke becomes dense and thick and helicopter navigation to the site is not feasible.
The following measures and responses address this situation.

3. Mitigations

Mitigation measures can be classified as actions intended for either risk elimination or reduction as not all
hazards can be eliminated. Different types of mitigations are defined as either technical interventions on
physical fabric, administrative or planning, and monitoring - which can all focus on different levels fromsite, landscape, region, assembly, or specific objects. The relative cost and required stakeholders for consultation of a proposed measure are also described. Two general subject mitigation measures are described below, because of their relative low cost and their magnitude of risk reduction, but many othermeasures, such as alarm systems and response protcols, have also been considered.
As shown in Fig 4, Fire Smart is a free and accessible public fire risk reduction program in Canada. It defines ways of assessing properties for vulnerabilities, translated numerically in the image below. Mitigation
measures can then be seen as actions taken to alter the vulnerabilities and reduce risk scoring as below.
Some Fire Smart activities of fuel reduction perimeters, have already been undertaken, which include reduction of vegetative fuel from a pre-established Zones 1 & 2 surrounding the structure. However, this
could be further extended to Zone 3 when resources become available. In discussion with FU Fire andVegetation staff, it also became clear that this requires cyclical maintenance, every 7-14 years depending
upon growth conditions.
Additional Fire Smart activities that could be done in a sensitive way so as not to negatively affect thecharacter defining elements of the site include the mitigation measure around the remaining Zone 1 riskof the deck, balcony, open eaves, and rafter tails with the installation of building sprinklers (Fig. 5). Further
reduction could reduce the score from 62 down to 26 by strategically locating misting sprinklers to mitigate the risk of open eaves, rafter tails, balconies, and decks. Permanently mounted sprinklers could moreeasily open up an avenue for the building operator to collaborate with disaster risk professionals in regard
to on-site building/site fire suppression systems. Permanent fire suppression supplies could be stored onsite, and initiated by the site operator during an event, whereas the current fire suppression system of sitebased sprinklers relies on FU Fire & Vegetation program units flying to the site utilizing pre-established GIS

70

2.5 Built Heritage Disaster Risk Management Plan Pilot in the Canadian Rocky Mountains National Parks: Twin Falls Tea House National Historic Site Draft DRMP

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 4 Fire Smart: Ignition Zone Assessment Card, and Mitigating Score/Fire Risk Reduction
Source: Fire Smart & Evan Oxland, 2022
(https://firesmartbc.ca/wp-content/uploads/2021/04/FSC_HOA_ScoreCard-Final-TM-04-2021.pdf)

Fig. 5 Twin Falls Tea House NHS, conceptual GIS Structural Protection Plan overlaid with Author’s Markups
Source: Evan Oxland, 2022

based structural protection plans (SPP). Permanent site resources could preclude a need for Fire & Veg.
staff to visit this site during an event.
LLYK FU Fire & Veg has described that the deployment of SPPs are always situational dependent. Meaning,depending upon the situation that is occurring, and available resources, the SPP acts as a schematic roadmap for the response team. In addition, lessons learned from other fire event responses, such as that at
Fort St. James NHS, B.C., includes the danger of over utilization of water as a protection measure. Sprinklers
were set on log buildings for at least 24 hours during the extreme 2020 ‘heat dome’ event, this measure
had an unforeseen secondary consequence of wood rot.7) Therefore, it is also recommended that Fire response experts, Asset Management personnel, Cultural Resource Management advisors, and any leaseholder collaborate to establish parameters for sprinkler use in an event in such a way as to reduce potential negative sprinkler side effects.

71

4. Emergency Preparedness

Parks Canada subscribes to the Incident Command System (ICS) for any event requiring disaster control. It

is recommended that Cultural Resources Management input should be considered during an event for
special considerations to mitigate potential negative impacts to heritage sites. International experiencehas shown that collaboration between Disaster Risk Management and Heritage professionals is both possible and leads to desirable outcomes.
Building and site egress plans were sketched out to address different scenarios of fire locations. In addition, a common problem in disaster events is that both response and recovery teams require drawing sets
and survey forms for a given site. Having these at the ready allows for a faster response. Draft site survey
forms and drawing sets were compiled as a package that could be used in the event of a disaster for the
initial disaster survey response team (presumably Assets, Structural Engineer, Fire Engineer, and CRM/Built
Heritage).

5. Disaster Recovery

Post-Disaster Recovery Planning can be summarised as in the attached schematic process diagram (Fig. 6),
and follows heritage best practices and Parks Canada policy requirements. The process diagram attachednarrates which actors within Parks are required to be involved, and the general process flow for conversation and decision-making. Stakeholder communication (one-way) or consultation (two-way) is determinedbased on the conditions of a site, the kinds of recovery options that are feasible, and the level of required
involvement given the event and subject site. Stakeholder mapping has also been undertaken.

Fig. 6 Disaster Recovery Decision Making, andConsultation Process, Flow Diagram
Source: Evan Oxland, 202272

2.5 Built Heritage Disaster Risk Management Plan Pilot in the Canadian Rocky Mountains National Parks: Twin Falls Tea House National Historic Site Draft DRMP

6. Conclusions

The course of study enabled the participant to familiarise themselves with best practices in the survey ofdisaster risk of a cultural resource. Twin Falls Tea House National Historic Site became a practical exampleof how to formulate a plan to mitigate disaster risks, plan for disaster response and post-disaster recovery
collaboratively with property managers, disaster risk professionals, heritage professionals, and stakeholders.

Acknowledgments

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Parks Canada Field Units Lake Louise Yoho Kootenay, Banff, and Jasper have all contributed greatly to theauthor’s understanding of current systems in place for Disaster Risk Management. The program units include Resource Conservation, External Relations, Cultural Resources Management (CRM), Assets, andTownsites and Realty. Additional support has come from various program units at Parks Canada’s National
Office including Built Heritage, Heritage Designations Program, HSMBC, National Wildfire Management,
CRM, Office of the Chief Ecosystems Scientist (OCES). Robin Bourke from Public Safety Canada provided
analysis of the area surrounding Twin Falls Tea House for flood related risks and Chris Stockdale fromNatural Resources Canada (NRC) kindly spent time with the author to explain recent exhaustive fire modelling done for the Canadian Rocky Mountain Parks. The author would also like to thank his ITC16’ mentor
Saima Iqbal, and the ICCROM, ITC/ R-DMUCH organisers, lecturers and the support of Ritsumeikan
University, Japan who have provided the opportunity to explore this subject matter and learn from an international group of other practitioners.

References
1)
2)
3)
4)

5)
6)
7)

Yoho Falls [erroneously named]. Isabella Gardiner Museum, https://www.gardnermuseum.org/
experience/collection/10871
Natural Resources Canada, Forest Change Data Catalogue, https://cfs.nrcan.gc.ca/fc-data-catalogue#wbauto-4
Perkul, Michael. Personal communication and shared data. Office of the Chief Ecosystems Scientist,
Parks Canada. 2022.
Chris Stockdale, Brett Moore, Élyse Mathieu, Marc-André Parisien, Jane Park, Scott Murphy, MariePierre Rogeau, Draft Report: Wildfire Risk to Parks Canada Town-sites in Banff, Yoho, Kootenay, Jasper,
Waterton Lakes, and Riding Mountain National Parks, Natural Resources Canada / Parks Canada, 2021.
Office of the Chief Ecosystem Scientist, National Climate Change Risk Assessment Report, Parks
Canada, 2020.
Bourke, Robin. Internal communication, Fluvial related flood risks, Public Safety Canada, 2022.
Malins, Steve. Personal Communication with Banff Field Unit CRM Advisor, 2021.

73

2.6 Disaster Risk Management Plan for the Old Town of Craco, Italy
Federico Zaina

 esearch Fellow, Politecnico di Milano, Dept. of Architecture, Built Environment
R
and Construction Engineering
e-mail: federico.zaina@polimi.it
zaina.federico@gmail.com

1. Introducing Craco(1) Historical and geographic setting
Craco is an abandoned town located in the southern Italian region of Basilicata (Fig. 1). Its long history begins in the 6th century BC when Greeks established the first settlement (D’Angella 1986). The 400 m highcliff overlooking the Cavone river valley represented a strategic position that guaranteed the growth ofthe city over the centuries. The remains of the urban layout reflect different settlement phases spanningseveral centuries. On the top of the cliff, the Norman Tower represents the last trace of the 11th century
hillfort, which expanded south-westward during the 12th century, following the contour lines (Di Marla
2020).

Fig.1 Plan and geographic location of Craco.
Source of the plan: redrawn by the author after de Cadhilac and Serafini 2011.
Source of the topographic map of Italy: Wikimedia commons.

Craco reached its urban and architectural splendour between the 15th and 19th centuries when the popu-

lation exceeded 1,500 units and several palaces and churches were built (D’Angella 1986). This long andflourishing period came to an abrupt end between 1892 and 1922, when multiple waves of massive migrations, along with the first recorded geological hazards, led to a partial abandonment of the city. This
demographic trend was halted between the two world wars, to restart in the 1950s when recurring heavy
rainfalls, together with major public works, reactivated the geological faults causing numerous landslides
which destroyed most of the southern part of the city. These dramatic events continued during the 1960s
and 1970s, but it was only in 1979 that, after a tremendous flood hit the town followed by the famous
Irpinia earthquake in 1980, the city was completely abandoned (Di Marla 2020).

74

2.6 Disaster Risk Management Plan for the Old Town of Craco, Italy(2) Craco today

Today, only a small part of the city, included in the tourist route of the Museographic and Scenographic
Park of Craco opened in 2010 (Fig. 2f), can be visited (de Cadilhac and Catella 2020). This includes themain monuments city still accessible, the Church of Saint Nicolas Bishop, Norman Tower, and the Grossi

Palace (Fig. 2a–d). Some glimpses on the history and abandonment of Craco can be also got by visiting
the Emotional Museum of Craco located at the entrance of the city (Fig. 2e).

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 2 General view of Craco (A) and the main buildings still accessible: the Normann tower (B),
Grossi palace (C) and Saint Nicholas Bishop church (D).
Source: Di Marla 2020.

2. Legal framework for the protection and enhancement of Craco(1) Local legislation
At the local level, the protection of Craco relies on law proposal No. 3925 (01-12-2010), envisaging the establishment of a commission of experts in charge of examining the proposals for recovery made by local
authorities. In 2015, a Ministerial decree for the recovery of the historic centre of Craco recognized the oldtown, in particular, the Norman tower and Saint Nicolas church of high public interest. It also promoted
the development of a management plan (MP) for their protection. However, the MP has never been produced.
(2) National legislations
Craco is also protected at the national level thanks to the Cultural and Natural Heritage Act (24-02-2004),
no. 42, according to which national cultural and natural heritage, including both movable and immovable
items with an artistic, historical, archaeological, or ethno-anthropological value, must be protected.

75

(3) International initiatives

Since 2010, Craco is also included in the World Monuments Fund “World Monuments Watch” initiative.

3. Actors analysis

The analysis of the actors includes both stakeholders and managers, while no rightsholders have been de-tected. Five groups of actors were identified:1) Regional and national authorities, 2) Local authorities, 3)
Education and research institutions, 4) Private companies, 5) Others.
The first group includes the Regional Heritage office, National/regional funding bodies, the Ministry of
Culture and the Ministry of Tourism. They play an important role in issuing new legislations and providing
financial support.
The second group is composed of the Municipality, the local Police, and Firemen departments. While they
can also have an important role in financing activities, they are relevant for providing permission for activities, managing the site, and developing the Disaster Risk Management program (DRM).
The third group consists of universities and research centres like ISPRA (national institute for environmental protection). They can support local authorities in drafting, monitoring, and improving the DRM as well
as for conducting damage assessments.
The fourth group encompasses architecture, engineering or conservation firms and tour guides. They willconduct activities in the frame of the DRM, such as first aid and stabilization.
The last group is composed by the local community (including craftsmen) and tourists. These will support
private companies at some level and will also take part in recovery and risk mitigation activities.

4. Craco’s heritage values and benefits(1) Heritage values
The different actors revolving around the old town of Craco recognized five main heritage values (Fig. 3):
Historical value: The town has been inhabited for millennia, and it
represented an important urban centre, especially in the 11th century as a Norman outpost and during the 16th and 17th centuries
when it reached 1,500 inhabitants.
Architectural value: There are several buildings from different periods, made of typical baroque architectural style still standing andaccessible.
Fig. 3 Heritage values.
Spiritual and social value: The church of Saint Vincent was a major
Source: Di Marla 2020.
religious place hosting for 200 years a bone of the saint.
Geological value: The history of Craco is intertwined with the geology of the region. The steep hill provides a natural defensive system, but is also a potential threat due to the geological fault.
(2) Benefits
Since the 1950s the evocative landscape of Craco was elected as the setting for Italian and Hollywood
movies, including Mel Gibson’s Passion. This, together with increasing touristic flow, provided high economic benefits for the Craco’s community.

5. Risk analysis(1) Historical risks and hazards
The first historical evidence of landslides that occurred at Craco dates back to 1870 and 1886 when somelandslide affected the entire area (Fig. 4). In 1887, a retaining wall was built for protecting State Road no.
103. However, immediately after its completion, it underwent a deformation of 20 cm. In 1931, new land-762.6 Disaster Risk Management Plan for the Old Town of Craco, Italy

slides were recorded in the historic centre (Di Marla 2020). In 1952, a second retaining wall was built in thesouth-eastern part of the town for protecting State Road no. 103, following the reactivation of a historicalfault. A deep drainage system was inserted into the wall, but without including water discharge. This will

substantially influence the stability of the area in the following years. Moreover, in 1954, after a relatively
quiet period, a football field was built in the area downstream of the retaining wall, thus causing a consid-

erable overload on the slope. As a result, from 1959 onwards, numerous winter rainfalls, amplified by public works for the renovation of the sewer system and the football field, triggered multiple landslides. In
1969, new landslides were recorded, and the following year the government funded the replacement of
the 1888 retaining wall with a modern one. However, shortly after, new landslides cause to collapse of theretaining wall as well as most of the buildings from the centre of the town.
While most of the area was already abandoned, the 1979 floods, together with the devastating Irpinia
earthquake in 1980, forced the families still living there to evacuate the town forever.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 4 Reconstruction of the history of the primary and secondary slow and catastrophic hazards at Craco.
Source: Author(2) Current risks
The analysis recently carried out by ENEA (Corrado et al. 2018) shows how numerous sectors of the city arestill at risk (Fig. 5). In particular, the maps of seismic, landslide, and fire risks highlighted at least four medium to high-risk areas. The two areas most exposed to risk are the southern and western ones, where potential earthquakes or rainfalls may trigger new landslides. Moreover, the proximity of the south-easternpart of the city to the wood makes it vulnerable to fires.
(3) Hazards, vulnerabilities, and impacts
For each of the six types of catastrophic and slow hazards threatening Craco, I identified one or more vulnerabilities and subsequential impacts. The most pressing issues regard the geological faults that are still
active and may trigger landslides that can cause loss of lives and the destruction of the remaining buildings. Also, the closure or lack of tourist facilities when one or more hazards occur may lead to the same
impacts as those caused by the geological faults. Figure 6 shows the complete analysis of the connection
between hazards, vulnerabilities, and impacts.

6. Worst case scenario

The worst-case scenario resembles the latest events that brought the complete evacuation of Craco. It is77

Fig. 5 Current potential hazards at Craco.
Maps source: RSDI Basilicata Region (https://rsdi.regione.basilicata.it/)Fig. 6 Analysis of the hazards, vulnerabilities, and impacts at Craco.
Source: Author

Mid-November, and for 3–4 days heavy rain hit the entire city of Craco. After that, one day at 3.30 PM, a 6.9
M earthquake, corresponding to 1980 Southern Italy’s earthquake, shakes the area northwest of Craco forabout 50 seconds.
The heavy rainfall first and then the earthquake reactivates the two geological faults on which Craco isbuilt, causing the collapse of the oldest buildings as well as the non-restored ones. It also kills/injures tourists visiting the “Craco scenographic park”. The geological faults trigger multiple landslides, which are enhanced by the lack of retaining walls, causing the shifting and collapse of more buildings towards the valley, also obstructing the main road. The rubble of the collapsed buildings hits the lighting system of thepark and the street. The contact with the wooden beams of the roofs causes a fire spreading throughout
the city. With the only path blocked and no escape routes, tourists are trapped inside the city.

782.6 Disaster Risk Management Plan for the Old Town of Craco, Italy

We may expect three main impacts on the site: 1. The collapse of the Norman tower and the church Saint

Nicolas irreversibly affects the historical and architectural heritage values of the city. 2. The destruction ofmuch of the city causes the immediate closure of “Craco scenographic park” representing an importanteconomic benefit for the local community. 3. Up to 25 tourists and 1 guide were injured/dead due to thedisaster.

7. Disaster risk mitigation and emergency preparedness

In this section, I provide a detailed description of both the disaster mitigation measures and the emergency preparedness strategy based on the worst-case scenario.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants(1) Disaster mitigation measures
The mitigation of risks includes both multi-scalar and multi-thematic measures. Table 1 provides all thedetails about the type of measures, their geographic scale, the types of hazards and vulnerabilities tackled
by these measures, the stakeholders involved at any level, and the duration and cost of the implementation.
Tab. 1 Selection of proposed disaster mitigation measures for Craco.
Source: Author
Mitigation measure
Strategic level:
Implementation of amanagement plan and DRM

Geo-scaleHazard & vulnerab. eliminatedRegion &City

Hazards: Earthquake, rainfall, fire, andlandslide
Vulnerabilities: Lack of management plan

Municipality, Regional
Heritage office (RHO),
Heritage specialists

Stakeholders

Monitoring:
Rainfall monitor system

City

Hazards: Rainfall and Landslide
Vulnerabilities: Lack of monitor Syst.

Firemen, Heritage specialists, Private companies

Awareness & Edu.: Training
local community on risks at
Craco

City

Municipality, RHO, firemen,
police, ISPRATechnical level: Apply
geo-grid system on slopesCity,building

Hazards: Earthquake, rainfall, fire, andlandslide
Vulnerabilities: Disconnection of new
generations from past

Technical level: Second
escape route for tourists

City,
building

Hazards: landslide
Vulnerabilities: Geological risk still active

Hazards: Earthquake and landslide
Vulnerabilities: few tourist facilities andsafety systems

Municipality, RHO, academics, Private companies
Municipality, RHO, academics, Private companies

Duration

Medium- Draft- Feedback- Final vers.
Medium- Testing- UseMedium- Develop.
course- Organiz.

Costs
Low

MediumLow/
MediumMediumlong

High

MediumHigh(2) Emergency preparedness strategy
The strategy is designed around the possible worst-case scenario, and it is based on the “First Aid to
Cultural Heritage in Time of Crisis” (ICCROM 2018) consisting in four steps: 1) Situation analysis, 2) On-sitedamage and risk assessment, 3) Security and stabilization, 4) Early recovery.
1) S ituation analysis: This first phase involves multiple stakeholders at the national, regional, and local levels. The aim is to isolate the area of the hazard, guarantee tourists’ safety, and create a task force for
conducting “damage and risk assessment (step 2).
2) O n-site damage and risk assessment: A team including representatives from the local municipality, police and firemen, the museum, as well as external heritage experts provided a detailed assessment of
the damage, also suggesting priority actions.
3) S ecurity and stabilization: This is divided into two sub-steps. The first consists of the immediate stabilization of those buildings that could cause further issues, including new collapses, shifts, or chains ofcollapses involving other buildings. Then, the town is divided into primary and secondary interest sectors for prioritizing interventions.
- Primary interest sector (PIS). This includes the buildings located along the touristic path that are still
well preserved, thus carrying some historical and architectural value. This area is also the only one
accessible by tourists with a higher economic relevance compared to the rest of the town.

79

- Secondary interest area (SIS). This sector includes ancient buildings of historical interest, which are
not accessible. Moreover, the majority of buildings are ruined for which no restoration can be done.

4) Early recovery: After the allocation of funding, the buildings protected by the Ministerial Decree

24/02/2015 art. 136, 138, and the 2020 update and those falling within the PIS will be targeted first. The
early recovery of the PIA will consist of the most comprehensive restoration and stabilization work for

all the buildings and the paved way along the touristic path in order to allow its fast reopening. This recovery would also include the installation of prevention and first aid tools for monitoring rainfall, hydrant, and CCTV. Once PIS early recovery will be completed, the same actions will be conducted to theSIS.

8. Conclusion

This paper demonstrated the necessity to improve the current risk management strategies in the old townof Craco, to mitigate the effect of future hazards. The most important short-term actions include
1. Legal framework: Requesting the Ministry of Culture to include Grossi palace among the monuments
under special protection status and to financially support the Site Management and DRM plans.
2. Evacuation: Expand the tourist path to create a second escape route (de Cadhilac and Serafini 2011),
also creating further evacuation routes as indicated in the disaster mitigation strategy.
3. Monitoring: Installing a rainfall monitoring system and the geo-grid system to prevent new rainfall-induced landslides.
Medium and long-term initiatives may include
1. Local community: Raising awareness among the population on the relevance of Craco and organizationof trainings for first aid in case of hazards.
2. Protecting: Build terracing walls with traditional materials to block future landslides.

Acknowledgment

I would like to express my sincere thanks to Rohit Jigyasu, Takeyuki Okubo, Dowon Kim, Lata Shakia, andthe Ritsumeikan University and ICCROM teaching teams. Special thanks also to Elena Mamani (Cultural
Heritage without Borders) for providing excellent mentoring and guidance throughout the program.

References
1)

2)
3)

4)

5)
6)

80

Corrado, M., Delmonaco, G., Falconi, L., Margottini, C., Martini C., Paolini S., Spizzichino, D.: Analisi perla valutazione del rischio da frana nell’area di Craco (Matera), Enea, Roma, 2018. (https://www.afs.
enea.it/protprev/www/cases/craco/craco.htm).
D’Angella D.: Note storiche sul comune di Craco, Pisticci, I.M.D. Lucana, 1986.
De Cadilhac, R., Catella, M.A. : Craco, a Medieval Village. The “Re-invention of Places” Throughout new

Forms of Anthropization and Museum Display, in Oteri, A.M., Scamardi, G. (eds.), One Needs a Town,
ArchHistoR, Supplement 13, pp. 1242–1267, 2020.
De Cadilhac, R., Serafini, L.: From Ruins to Resource. What future is there for abandoned towns andvillages? In Livadiotti, M. et al. (eds.), Theatroeideis. L’immagine della città, la città delle immagini,
Quasar, Roma, pp. 367–384, 2011.
Di Marla, V.: Lo spopolamento ed il caso di Craco. Linee guida per il recupero di un paese fantasma.
MA thesis, Politecnico di Torino, 2020.
ICCROM: First Aid to Cultural Heritage in Time of Crisis, 2018, https://www.iccrom.org/publication/
first-aid-cultural-heritage-times-crisis-toolkit, accessed 10/10/2022.

2.7 Disaster Risk Management Plan for Le Morne Cultural LandscapeWorld Heritage Property in Republic of MauritiusJean François Lafleur ite Manager, Le Morne Heritage Trust FundS
Royal road Coteau Raffin, Republic of Mauritius
Email:jflafleur@gmail.com

1. Introduction(1) Historical background of the Case Study

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 1 Le Morne Cultural Landscape
Source: Le Morne Heritage Trust FundLe Morne Cultural Landscape is found is located on a peninsula that juts into the Indian Ocean in theSouthwestern part of Mauritius. The Property of the Cultural Landscape includes the entire Le Morne
Brabant Mountain and most of its foothills, while the Buffer Zone extends much further to include the entire peninsula and the surrounding lagoons up to the fringing reefs.
Geologically, the mountain forms part of a terminal Ankramite olivine basalt of the oldest series, datingfrom eight to ten million years ago. The rocks are rhomboid and are placed in an almost vertical position
with lots of fissures in between. Though there are surface rocks around the edge and in some places on
the plateau, there is a fairly good soil layer rich in humus in some regions. No permanent watercourse or
springs have been found at the top of the mountain. It must be noted that the west side of the mountainhas become drier over the last century. When approaching the mountain, the gentle foothills soon give
way to steep slopes that meet towering cliffs that are often vertical or even slightly overhanging cliffs. The
steep slopes are intersected by ravines and valleys, while the cliffs are marked by countless fissures andcracks, some of them almost tall as the mountain itself. The plateau is relatively flat at the highest, butmuch of the mountain top gently slopes towards the west. The area at the top is well protected by steep
rock cliffs that deter any potential intruders from reaching the summit.1)
Le Morne also is home to a large number of endemic plant species that include some of the rarest in theworld. It is also the habitat where the national flower of Mauritius, the Trochetia Boutoniana is found. A
vegetation survey reveals the existence of some 73 species endemic to Mauritius occurring on the summit81

of the mountain and shows that it is a rich native forest with several critically endangered species. Le
Morne is also known for its rich fauna, that includes both native and exotic birds, butterflies, geckos, molluscs, insects, spiders, and mammals, including monkeys, bats, and shrews. Several of these plants and an-

imal species are known to have medical and nutritional value. Le Morne is endowed with biological trea-sures that will need to be preserved and even enhanced. These biological attributes are relevant as they
are part of the cultural landscape in which maroon slaves had tried to survive in their quest for freedom.2)

On 24th January 2006, Le Morne was officially declared National Heritage Site (Fig. 1) with its growing national significance for the Mauritian population valued for its shared history, especially for its strong association with runaway slaves.
In July 2008, Le Morne Cultural Landscape was inscribed on the UNESCO World Heritage List with its
strong symbolism in terms of resistance to slavery and other expressions of freedom. Le Morne is particularly known for its association with runaway slaves, engaged in the globally displayed act of defianceagainst the system of slavery generally referred to as maroonage. While maroons were a common featurein all slave societies, Le Morne stands out as a symbol of the high price that humans will pay to retain theirfreedom by retreating into the dangerous Mountain that required confronting frightening heights andnegotiating narrow passes. The landscape has many assets intertwined with its natural attributes: sometangible, like historical sites; others intangible, like a rich oral history and knowledge that have been transmitted from one generation to the next. The Outstanding Universal Value of the landscape highlights thissymbolism of the fight of slaves for freedom which goes beyond the frontiers to countries from where theslaves came. The site is governed by Le Morne Heritage Trust Fund Act and administered by the Le Morne
Heritage Trust Fund, which operates under the aegis of the Ministry of Arts and Cultural Heritage.
Le Morne Cultural Landscape was inscribed based on the following criteria:
Criterion (iii): The Mountain is an exceptional testimony to maroonage or resistance to slavery in terms of
it being used as a fortress for the shelter of escaped slaves, with evidence to support that use.
Criterion (vi): The dramatic form of the mountain, the heroic nature of the resistance it sheltered, and thelongevity of the oral traditions associated with the maroons, have made Le Morne a symbol of slaves’ fightfor freedom, their suffering, and their sacrifice, all of which have relevance beyond its geographical location, to the countries from which the slaves came – in particular the African mainland, Madagascar andIndia and South-east Asia.4)

2 Key hazards, vulnerabilities, and risks

Le Morne Cultural Landscape comprises not only the land component but also the lagoon, which has
played a significant role in the history of slavery and maroonage on the landscape and makes the overall
setting of the landscape. As such, below table 1 shows the main hazards associated to Le Morne CulturalLandscape ranging from meteorological, geo-hazards, human-induced, and technological that affect theentire landscape and which are both internal and external. The vulnerabilities and risks associated witheach hazard are also described.3)

2.1 Values and attributes
Map 1 below shows the various rich layers of attributes of Le Morne Cultural Landscape within both theproperty and the buffer zone. These attributes are characterized by natural and geological features suchas trees, sacred rocks, ancient settlements, built structures archaeological sites, historical and spiritual areas, and ritual places which are interrelated with each other and they make the essence of the place.
Table 2 below describes the attributes labelledlabelled on Map 1 above and highlights the various values
connected to them, which convey the site’s Outstanding Universal Value. The analysis also reveals that thevalue level of most of the attributes areis “High” and requires stringent protection by national legislations
due to their deep interrelationship and their location within the property, which is a highly protected area.
2.2 Impact of hazards on attributes

82

2.7 Disaster Risk Management Plan for Le Morne Cultural Landscape World Heritage Property in Republic of Mauritius

Tab. 1 Key hazards, risks, and vulnerabilities
Source: Author

HAZARDSRISKS

Climate change

Physical damage to cultural landscapeImpacts on archaeological site

Water inundation/Floods

Location (Close to the ocean)
Climate change

Physical damage to cultural landscapeImpacts on archaeological site

Sea level rise/coastal erosion

Location (Close to the ocean)
Climate change

Physical damage to culturallandscape(visitor trail, public beaches)
Impacts on archaeological site
Loss of livelihoods (affects fishermen)
Irreversible damage to natural
biodiversity/cultural landscapeDroughts (May cause fire)

Location (Dry area)
Climate change

Loss of habitat (birds)

Cyclonic conditions / Strong winds

Location (Exposure to wind conditions– South East Trade Wind)

Physical damage to natural
biodiversity/cultural landscape
Structural damage to museum andother amenities

Site topography (sloping andundulating nature)

Injury or loss of life (Danger to visitors
climbing the mountain and thosevisiting the Trou Chenilles Open Air
Museum at the foot of the Le Morne
Brabant Mountain)

Heavy rainfall

Geo hazards

Lack of resilient infrastructure

Landslides/boulder roll/rockfalls

Lack of expertise and financial
resources
Climate change

Human‐induced hazards
Vandalism
Theft
Arson
Looting
Environmental pollution (Dumping andwaste water and run off into thelagoon)Fire (Wild and human induced)

Lack ofawareness/sensitization/education
Location (remoteness and secluded)
Lack of surveillance
Lack of enforcement
Location (inaccessibility or difficulty toaccess some areas)
Population growth
Lack of general appreciation of naturaland cultural heritage
Lack of adequate infrastructure

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

VULNERABILITIES

Meteorological hazards

Danger to residents living at the foot of
the mountain
Impacts on archaeological site

Irreversible damage to amenities
Physical damage to cultural heritage
Eutrophication
Loss of livelihood (fishermen)
Loss of habitat

Loss of visual amenity

Technological/Human‐induced
hazards
Hazardous materials spills (shipgrounding)

Location (close to ship passage)
Poor surveillance and enforcement

Air pollution (Transport)
Increased tourism

Poor surveillance and enforcement
Uncontrolled tourism
Poor planning
Lack of infrastructure

Irreversible damage to marine and land
resources
Loss of livelihood (fishermen)

Table 1: Key hazards, risks and vulnerabilities
Source: Author

Health risk to visitors and staff

83

Map 1 Attribute map
Source: Le Morne Heritage Trust Fund84

2.7 Disaster Risk Management Plan for Le Morne Cultural Landscape World Heritage Property in Republic of Mauritius

Tab. 2 Value assessment
Source: authorNo
1a / 1d15

1c

3 and 7

6

24

12

13

16

The valley of the bones – where slaves would havelanded after having jumped from the summit of
the mountain.

Ancient Trou Chenilles and Makak villages – avillage where descendants of enslaved people
once lived before they were forcibly removed
from the land.

The Venerated Place of Resistance – where people
pay tribute to what transpired on Le Morne
Mountain.

Former L’Embrasure village, including the ruins of
the catholic church, old shop, well, and maize mill –a village was established by the people who were
forcibly moved from Trou Chenilles.
Old Cemetery of Le Morne – this grave site
appears in maps from 1880. Many archaeologicalworks have been carried out on this site, and the
DNA test reveals that the interred were mainly of
Malagasy and Mozambican origins. The site iscurrently being used by people to conductcertain rituals.
V-Gap – The slave crossing point to reach theplateau of the mountain.

Roche Ste Marie/Ros Lakwra – Cross on a rock inthe sea opposite Trou Chenilles.
Ilot Fourneau, a small islet opposite Le Mornevillage.

Reef breaks in the sea which was used as an exit
point to practice maritime maroonage by the
runaway slaves.

17

Old Limekiln of Le Morne

23

Banyan tree where the sega dance was held at
Trou Chenilles.

ValuesHistorical
Educational
Emotional
Spiritual
Cultural
Remembrance
Research/Archaeological
NaturalEconomic
Inspirational/artistic
Symbolic
Historical
Educational
Emotional
Spiritual
CulturalNaturalResearch/Archaeological
Inspirational/artistic
Symbolic
Historical
Educational
Emotional
CulturalResearch/Archaeological
Symbolic
Economic
Spiritual
Educational
Emotional
CulturalSymbolic
SocialRemembrance
Historical
Educational
Emotional
CulturalResearch/Archaeological
EconomicResearch/ArchaeologicalHistorical
Educational
Emotional
CulturalResearch/Archaeological
Spiritual
Educational
Historical
Educational
Emotional
Cultural
Remembrance
Symbolic
Historical
Educational
Emotional
Remembrance
Historical
Research/Archaeological
Economic
NaturalSocialHistorical
Research/Archaeological
Symbolic
Economic
Architectural
Historical
Historical
Symbolic
Remembrance
CulturalEmotional
Educational

Value level

HIGH

HIGH

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

2 and 28

Attributes
Top of Le Morne Mountain – where maroons lived
and from where they committed suicide as an actof resistance to captivity, and it contains the caveshelters where slaves sought refuge and material
evidence of their occupation on the mountainlike animal bones, manuports, amongst others.
This is absolutely ‘holy terrain’ from all points of
view.

HIGH

HIGH

MEDIUMHIGH

MEDIUMLOW

MEDIUMHIGH
MEDIUM

HIGH

85

The table below shows the severity of loss and impact of the various hazards on the main attributes highlighted above. The severity of loss has been rated as High (H – Red), Medium (M – Yellow), and Low (L –Green). Certain attributes which are not directly concerned with the hazards are described as NonApplicable (N/A – White). The various impacts have been assessed based on the exposure and proximityof certain attributes to the hazards and also based on past records and potential events.
Tab. 3 Impact of hazards on attributes
Source: Author
Severity of loss of attributes

Hazards

Heavy
rainfallFlash flood

Sea level
rise/coastal
erosionDroughts

Impact1aonLikelihood
land- Top ofscape themountain
5

4

5

5

5

5

Valleyof thebones

2 and 1c
3 and 6
Venerated 7
Old
28
place ofAncient
settlement resistance
area

M

M

M

M

M

H

L

M

M

N/A

N/A

M

N/A

N/A

H

N/A

H

L

L

L

N/A
L

M

3

M

M

M

Theft

5

5

3

2

H

H

M

M

H

H

M

H

Hazardous
materials
spills (shipgrounding)

2

5

N/A

N/A

N/A

N/A

N/A

2

4

L

L

M

L

5

4

L

M

M

4

5

M

M

H

Development
pressure

23

Old
Old
limekiln banyan(Sega)
tree

M

H

H

L

M

H

L

L

L

M

M

L

L

L

H

L

L

N/A

L

L

M

N/A

L

N/A

N/A

H

H

M

H

L

L

H

H

L

H

M

H

H

M

L

H

H

H

N/A

N/A

M

M

L

L

M

M

H

M

H

L

H

M

H

M

L

L

17

L

3

Increased
tourism

16

Ilot
Reef
Fourneau breaks

M

Landslides/
rockfallsAir
pollution

13

M

M

5

Roche
La
Croix

L

M

5

12

H

4

Arson

V-Gap

H

H

5

Vandalism

24

Cemetery ofFormerL’Embrasure Le Morne
area

5

Cyclone4

Attribute number

1d

3. Worst Case Scenario and DRM measures

L

M

H

H

N/A

H

M

M

M

H

N/A

N/A

L

L

L

L

M

L

L

M

M

L

M

M

L

H

L

M

M

H

3.1 Description of Worst Case scenario
It was around 12.30 hrs during the summer season in January in Mauritius. The island was experiencing its
highest record of temperature in its climatic history, which is 35.6℃, as a result of climate change, especially along the coastal area of Black River, which is one of the driest places on the island. This month isMap 2 Scenario map
Source: Author86

2.7 Disaster Risk Management Plan for Le Morne Cultural Landscape World Heritage Property in Republic of Mauritius

one of the peak seasons of the island in terms of tourism, and hundreds of visitors were hiking the trail ofthe Le Morne Brabant Mountain.

Despite several notices of smoking restrictions on site, after smoking, an irresponsible visitor discarded his
cigarette, which was not completely consumed inside dry vegetation along the trail. The lighted cigarette,in addition to the dry vegetation and high temperature, provided all the conditions necessary to provoke

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

a wildfire. As shown in map 2, the wildfire started quickly and started to spread rapidly in other areas ofthe mountain. Some visitors present in the vicinity got trapped because of the presence of fire on bothsides of the trail, and its narrowness are preventing them from moving further. Since there is no emergency plan, some visitors tried on their own to follow an alternative existing trail around the mountain to secure themselves away from the fire. This trails lead to private properties around the mountain, which is
closed by fencing. Due to the absence of a fire extinguisher system on site and the lack of water connection in this remote area, nobody could take any action on site to stop the fire. The gentle breeze of theSouth East Trade Wind to which the site is exposed started to worsen the situation. There was also a fearthat the fire reaches the residential area on the other side of the mountain, which might be further catastrophic. Seeing the smoke from the trailhead, the security guard immediately called the nearest fire department. After 15–20 minutes, the firemen reached the site, but the sloppy nature of the mountain andthe bad conditions of the trail in certain areas becomes a challenge for firemen to reach the upper part of
the trail with their lorry. Hence, only equipped 4WD vehicles of the fire department have been able to access the trail. This has required at least six vehicular interventions in order to stabilize the fire and prevent
its propagation after more than 2 hours. Fortunately, visitors trapped in between the fire have been able
to escape within the bush, and no casualty was recorded except traumatic experiences. A large extent of
the forest has been damaged by fire, and many indigenous plant species and habitats for animals havebeen destroyed. Some matured trees that helped to retain large boulders and rocks were burnt and weakened by fire. The root decay and loss of soil strength might at any time cause other hazards like rock falland even landslide, especially in case of high intensity of rainfall events. Landslides with rockfalls will havea direct impact on the visitors and staff working at the mountain site and might result in injury and evenloss of life. Archaeological sites such as former settlements and other tangible heritage will also be affected. With the high feeling of insecurity, the number of visitors will decrease, hence will affect the livelihoodof the tourist guides, some of which are from the local community.
3.2 Mitigation measures
The mitigation measures proposed below are categorized under specific fields such as policy and planning, maintenance and infrastructure, training and awareness, and sensitization. The measures are realistic, measurable, and implementable based on the needs of Le Morne Cultural Landscape and its available
resources. Considering the nature, extent, type, and topography of the landscape, the preventive measures proposed are highly recommended and visitor sensitization and education remain an ongoing activity that heritage institutions should consider. Eliminating or mitigating the factors of vulnerability, such as
upgrading trail conditions, removal of bushes, installation of an electrical connection or solar-powered devices on site, and the creation of evacuation routes should also be prioritized and implemented in a phasewise manner.
3.3 Emergency preparedness, response, and recovery
The map 3 shows the time it takes to reach Le Morne and the distance on a map by emergency services
such as the fire and rescue department, ambulance service, and police station. These might later be incorporated into a safety and emergency flyer.
The map 4 below provides an indication on the three evacuation trails in case the normal visitor trail is affected by fire and represents a danger for visitors to cross. It indicates three muster points, a helipad spotin case of emergency, and a parking area. Some of the communication and awareness strategies, such as

87

Tab. 4 Mitigation measures
Source: Author
MeasureDescription

Scale

ActorsDuration

Policy andPlanning

1. Development of an
emergency plan
2. Agreement with landowners through MOU

National,
regional, site
level

Heritageinstitutions
Landowners
Fire and rescue
department
Police department

Medium1. Removal of bushes/
shrubs that may cause
propagation of fire

Sitemanagement
Regional

Heritage, andgovernment
institutions
Local community

Long

2. U
 pgrading of trail

Sitemanagement

Long

High

Prevent the loss oflife and injury

3. Creation of an evacuationroute with signboards

National, sitemanagement

Short

MediumSafe evacuationroute for visitors

4. Installation of electricalconnection on site or
solar-powered system

Site management, regional

Long

High

Installation of
security surveillancecameras and water
pumping system,
fire detectors, andalarm system

5. Purging of unstablerocks at the mountain
slope

Site
management,
and regional

Long

High

Short

MediumPrevent the loss ofmuseum’s collections and thatchedbuildings

Maintenanceand infrastructure

6. Installation of fire
extinguishers at themuseum site

88

Cost
High

EffectSafe evacuationroutes for visitors
Prevent the loss oflife and injury

MediumStop propagation of
wildfire
Clearer vehicularpassage andimproved trail
condition in case of
emergency

Training

1. Training of tour guides
and security officers

Sitemanagement
Regional

Governmentand heritage
institutions
Police and fire
rescue department

Long

High

Swift action in
responding toemergency andimprovement of risk
preparedness
Strengthened
collaboration
between actors andfire and rescue
department

Awarenessand sensitization

1. Installation of morepanels on site, distribution of flyers, briefing
at the trailhead

National
Regional andsitemanagement

Governmentand heritage
institutions
Media
Landowners
Local community
Hotel operators

Long

High

Increased appreciation and knowledgeof cultural heritage
Reduce the hazardsof arson, theft andvandalism2.7 Disaster Risk Management Plan for Le Morne Cultural Landscape World Heritage Property in Republic of Mauritius

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Map 3 Emergency locations and route
Source: author

fire danger rating, signage in different languages, escape signboards, and emergency numbers, will be affixed on different points for the visitors who will be assisted by security officers posted at strategic points
along the trail in case of emergency.

Map 4 Evacuation map
Source: Author

89

Fig. 2 Stakeholder map
Source: Author

4. Conclusion

Le Morne has become a prime tourism destination in Mauritius. Post COVID-19 statistical records demonstrate the drastic increase in the number of visitors. While tourism has high economic potential on theWorld Heritage Site, if not well managed and controlled, it might lead to a detrimental effect on the site.
For example, as described in the worst case scenario above, arson remains a potential hazard to a landscape exposed to several vulnerable factors, despite not frequently occurring. Heritage institutions andauthorities concerned shall be prepared for this hazard for swift intervention in case of emergency.
Furthermore, secondary hazards resulting from a fire, such as rockfalls and landslides that are inherent to
the mountain, are present and should be also addressed, as visitor safety and security shall remain a priority. The mitigation measures put in place are considered realistic and achievable in the context of Le
Morne Cultural Landscape. While strengthening stakeholders’ engagement is considered vital, experience
also reveals that funding and awareness creation, and sensitization among the general public on the needto respect heritage places are fundamental, much needed, and yet challenging to deal with (Fig. 2). Thus,
to ensure risk mitigation and prevention as well as to ensure continuity in post-disaster period, it is important to identify potential donors and highlight their role in addition to government support. Various
strategies to inform and sensitize visitors shall also remain ongoing.

Acknowledgement

I wish to thank all the resource persons of the ITC Course and my mentor for all their invaluable support
and guidance throughout the program. My sincere thanks also extend to all the participants for all theiradvice and knowledge, and experiences shared. Last but not least, I would like to thank all the staff of Le
Morne Heritage Trust Fund for their support.

References
1)
2)
3)
4)

90

Government of Mauritius. Le Morne Cultural Landscape Nomination File. January 2007
Government of Mauritius. Le Morne Cultural Landscape Management Plan. April 2008
Government of Mauritius. National Disaster Risk Reduction and Management Strategic Framework
2020–2030
https://whc.unesco.org/list/1259/ (Accessed 28.11.22)

2.8 Development of a Disaster Risk Development Plan for Casa PopenoeFrancisco Marroquin University in Antigua Guatemala
Martin Fernández-Ordóñez

 urator of Casa Popenoe-Francisco Marroquin University, Antigua GuatemalaCe-mail: mfernandez@ufm.edu

1. Introduction of Case Study

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants(1) Context of Casa Popenoe
Antigua Guatemala is considered by many one of the best-preserved cities of the Spanish Colonial periodin Latin America. It was founded by the Spanish conquistadors in 1543 after the previous Capital was destroyed by a huge avalanche during the rainy season because it was located on a dangerous slope of theAgua Volcano. Antigua (then called Santiago de los Caballeros de Guatemala) was the Capital of the
Captaincy General of the Kingdom of Guatemala, which extended from Chiapas, Mexico, to Costa Rica. For
more than 2 centuries, Antigua consolidated as an important Spanish city, strategically located in the center of the narrow territory that united North America with South America. Throughout its 230 years as acapital, beautiful churches and monuments were built in baroque style, shaped by the constant earthquakes that hit it. This forced the development, in an effort of trial and error, of the so-called “Antigua’ s
Seismic Baroque”, which consists of erecting very wide walls (up to 80 cm - 100 cm thick) composed of a
mixture of stones, bricks, and adobe.
In 1773, a terrible earthquake left the city badly damaged. For this and other political reasons, the capitalof Guatemala was moved for the fourth and last time to the valley where it is currently located. This
caused it to be called Antigua Guatemala, and it was practically abandoned for more than 150 years. It was
not until the first decades of the twentieth century that the city began to be restored and regained some
importance.
Thanks to its many historical and aesthetic values and the natural beauty of its surroundings, the city was
declared a World Heritage by UNESCO in 1979. This declaration1) and the existence of a strict Council for

the Conservation of Antigua Guatemala2) have helped the city to have a better fate than many other Latin

American colonial cities. But this was achieved, in large part, thanks to the foreigners who began arriving
in Guatemala in the early twentieth century, impressed by the lush nature of the country, but also by theimposing ruins and the glorious past of Antigua3).

Fig. 1 View of the city of Antigua and volcanoes Fuego
and Acatenango to the south. Photo taken fromthe rooftop of Casa Popenoe.
Source: by the author

Fig. 2 Developing a local Baroque style, important
examples of the period still stand like Saint Pedro
Church and Hospital, a block away from Casa Popenoe
Source: by the author

2. Casa Popenoe and its Values

The American botanist Wilson Popenoe (Topeka, Kansas, 1892 - Antigua Guatemala 1975) and his firstwife, the English archaeologist Dorothy Hughs (Ashford, Middlesex, England 1899 - Tela, Honduras, 1932)91

acquired a huge colonial house in deplorable condition in 1929–30. Established in Honduras, they under-

took from a distance one of the most important architectural restorations of the 20th century in this city
since it was the first house to be restored following archaeological principles. The house regained its pastluster, and thanks to the careful reconstruction of its details and spaces, it became the model for all thecivil restorations that followed4).

Fig. 3 Main façade of Casa Popenoe
Source: by the author

Fig. 4 Main Courtyard
Source: by the author

Fig. 5 Main Hall. It contains some of the mostimportant objects of the collection.
Source: by the author

After the passing of his first wife, he married in 1938 for the second time to an American art historian
Helen Barsaloux (Chicago, 1904 - Antigua Guatemala, 1961), who was dedicated to collecting colonial furniture, paintings, sculptures, ceramics, silverware, and religious textiles from Honduras and Guatemala.
Together they put together one of the most important collections of its kind in Central America. In addition, in 1940, they acquired several smaller properties in the back of the same block, on which they built asmaller house and a succession of gardens that served to connect it to the historic house. In 2007, Marion
Popenoe and his brother Hugh (both children of Wilson and Dorothy) donated the property along with its
collections and archives to Francisco Marroquin University (a private institution located in Guatemala City)
in order to fulfill Wilson’s dream of turning Casa Popenoe into an academic center.
Tab. 1 This table explains in more detail the several high values of Casa Popenoe as a building, its important collections, and green spaces (patios and gardens).

VALUES & ATTRIBUTES

92(BUILT 1762 – 1773)

Historic(High Value)

Casa Popenoe is one of the few remaining most important aristocratic houses
built in Antigua when the city was the Capital of the Central American Captaincy
between 1524 – 1821.

Restoration Precedent(High Value)

Bought by American botanist Wilson Popenoe and his first wife Dorothy Hugh in
1930, soon became the model for all later restorations in Antigua.

Educational(High Value)

In 2007, the house was donated to Francisco Marroquin University by the
Popenoe descendants (including all its important collections of antiques, art, andarchives). To this day, there is no other similar case in the country.

Architectural(High Value)

It is considered the best-preserved private property of the Spanish Colonial period
in Central America. Many of its features have been widely replicated in Antigua,Central America, and even the United States (Pasadena, California)

Art & Interior Design(High Value)

The property is home to one of the most important private collections ofGuatemalan and Honduran furniture, paintings, sculpture, ceramics and religious
textiles of the Spanish Colonial period (1524 – 1821). The collection consists ofalmost 3,000 objects

Landscape & Botanic(Medium Value)

Its several gardens are considered one of the most important private natural
reserves in Antigua’s city center (home to more than 43 species of birds).

Touristic Attraction(Medium Value)

Casa Popenoe appears in every tourist map of Antigua since the first half of the20th Century. It is constantly visited by tourists of all kinds and from all around theworld.

2.8 Development of a Disaster Risk Development Plan for Casa Popenoe-Francisco Marroquin University in Antigua Guatemala

3. Disaster Risk Analysis

For this case study, a longer Disaster Risk Analysis was developed, which included two primary hazards (1.

Volcanic eruption and 2. Earthquake) and two secondary hazards (1. Fire and 2. Flooding). Due to the limited space available for this article, I only included the material developed for primary hazards, also considered in the worst case scenario5, 6).

Tab. 2 This table presents a summary of the two main Primary Hazards analyzed for this case study. The volcanic
eruption was placed first as a result of a deeper study of the vulnerabilities of the property7).

RISK

VULNERABILITIES
Site & Management:

MAIN HAZARD 1
VOLCANIC ERUPTION・Risk of heavy tephra fallout(ash fall)・Last serious eruption of
Pacaya: 2010 – Seriously
affected Guatemala City
Fuego: 2018 – Pyroclastic flow
and ash fall destroyed local
community south of Antigua– caused many deaths

・The whole responsibility ofnational ER relies on the only
institution of CONRED
・Limited budget allocated for
Casa Popenoe from theuniversity
・Museum is understaffed・Ash fall could damage drainage system on roofs and patios(High damage)Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

・There are only Emergency
Response Plans at country andcity levels, but NO mitigation
plans

POTENTIAL IMPACT・Abrasive ash fall could damage
wooden exterior features,
exposed furniture and ceramiccollection in the Historic
Kitchen(Medium damage)・Looting could happen in caseof site/city emergency evacuation(High damage)・No DRM plan for volcanic
eruption・Exposed objects in corridors
and Historic Kitchen to ash fall
(unprotected open window tothe exterior)・Evacuation of site has to bedone UNTIL ash fall stops to
avoid breath of polluted air
・No direct communication with
Official DRM Agency to receive
announcements of irregularvolcanic activity

MAIN HAZARD 2
EARTHQUAKE
Last serious earthquakes: 1917–
18 (7.5 mag)Catastrophic Nationwide
1976 (7.5 mag)Catastrophic Nationwide

・Thick and heavy composite
walls with no metal reinforcement structure・Partial collapse of roof beams,
planks and walls(High damage)・Heavy roof structure made oftimber beams and terracotta
tiles・Part of the collection could bedamaged/destroyed(Medium damage)・Total dependence on city
electricity (easy collapse ofalarm system, camera surveillance and lighting)・Risk of looting if security
system collapse(High damage)・Collections are not covered byinsurance934. Worst Case Scenario

The scenario developed for this case study considered the following hazards as primary: a VEI* 4 Volcanic

eruption of Fuego Volcano, followed by a Magnitude 7 earthquake; looting was considered as a secondary

hazard. This terrible situation happened during the day while an academic event attended by 60 students
is taking place in the Central Courtyard.

An imaginary developing situation would start with the fact that while relatively better prepared in case ofan earthquake, there is no DRM Plan in case of a volcanic eruption. Casa Popenoe Staff does not receive
the official announcements of registered irregular volcanic activity on time to prepare for emergency. In
the meantime, a workshop is taking place in the Central Courtyard. Attendees hear a strong explosion,and suddenly heavy ash fall starts showering the city. Chaos reigns as nobody knows what to do. Casa
Popenoe Staff and visitors seek refuge in one of the rooms, waiting for the ash fall to end. Soon after theash fall stops, an earthquake Magnitude 7 shakes the ground. Everybody runs to the exterior, finding athick coat of ash covering the corridors. In a stampede, many people fall and get injured, and 5 people diein the process. Abrasive tephra fallout showers all exposed objects in corridors and the Historic Kitchen.
The earthquake leaves deep cracks on walls, causing an exterior wall to partially collapse. Because theelectric power is down, the surveillance system (cameras and alarms) stops working, and burglars get in.
A scenario like the one described above would have an impact in the psychological, physical, and material
realms. Some psychological consequences could create situations like extended panic, psychological distress, chaos and lack of guidance8). Most terribly, people could get seriously injured and even die. With regard to the building and the collections, some of the exposed objects could get damaged due to tephra
fallout abrasion, big amounts of ash could accumulate inside of the rooms and drainage pipes system
could get damaged due to sticky ash. Assuming that the building resists the earthquake, nonethelessdeep cracks could reappear, and even some exterior walls could partially collapse. As a consequence,some objects inside of the rooms would get damaged/smashed in the due course of the earthquake, andfinally, an irremediable loss of invaluable historic objects would happen due to looting.
*VEI = Volcanic Explosivity Index

5. Mitigation Plan & Emergency Preparedness Plan

A Mitigation Plan for Casa Popenoe was developed, taking into consideration the two primary (Volcanic
eruption and earthquake) and two secondary (Fire and flooding) hazards. It considered different actions
that went all the way down, starting from Site level (Institutional/Relational) to Neighborhood, City level,
Building, and Collections. All of the different actions were catalogued according to the time frame (shortterm, mid-term, and long-term), as well as a supposition of cost (low cost, medium cost, and high cost).
In the category of Site, it was proposed the first approach to DRR agencies in Antigua: Fire Fighters and
CONRED, as well as presenting the DRM Plan to University authorities as soon as possible. The relationships with the Community were considered of the highest importance, and therefore, actions like establishing a relationship with the Conservation Council of Antigua as well as with neighborhood residents/
Church leaders while sharing some information regarding the mitigation plan for Casa Popenoe that could
be applied by others. At a City level, the DRM Plan for Casa Popenoe could be used as a case study in orderto foster a DRR – CH bridge between the Conservation Council of Antigua and the main national DRR
agency (CONRED).
In order to secure the building in the best way possible, different actions would be taken, from in-housetraining of staff, private security, and volunteers to specific actions depending on the hazard that is going
to be prevented in the plan (Volcanic eruption, earthquake, micro floodings, and looting). Finally, for thecollections, different mitigation measures were designed in order to protect all exposed objects and furniture, as well as those exhibited inside of the several rooms of the house. Special attention was put to complimentary measures that would protect the property and its collections from fire, the hazard for which
the museum is less equipped.

94

2.8 Development of a Disaster Risk Development Plan for Casa Popenoe-Francisco Marroquin University in Antigua Guatemala

The Mitigation Plan designed for this case study also included an Emergency Preparedness Plan for themuseum that included different actions depending on the situation: a) Pre–Disaster, b) During Disaster,and c) Post–Disaster Recovery Actions. Considering all the four hazards mentioned above, the different
actions proposed in the plan gave special relevance to people, in terms of roles and responsibilities, ac-cording to each of the possible circumstances. Because the better people are prepared, the better the actions can be carried out and applied during an emergency.

6. Conclusion

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

At the beginning of this course, I thought that the main risks for Casa Popenoe were the most obvious
from the context: earthquakes and increasingly frequent and destructive floods. However, as the course
progressed, I understood that this property is better prepared to deal with them than with other risks thatwere considered less possible or frequent but equally destructive. So after having carried out a thoroughstudy of the vulnerabilities, I discovered that Casa Popenoe is in a serious danger (even of near-total destruction) if a highly explosive volcanic eruption or a major fire were to occur. Thus, when preparing a specific mitigation plan, I paid special attention to the preparation of a risk management plan that would better protect it from the latter two risks.

Acknowledgments

Thank you to all the professors, trainers, and resource persons that made this course possible. Special
thanks to my mentor, Arq. Saima Iqbal. Also, to Ksenia Chmutina and Adam Zachary Thomas for their feedbacks. To the vulcanologist Costanza Bonadonna (University of Geneva) and conservator Dawn Rogala(Smithsonian Institution) for all the materials and resources they so generously shared with me.

References
1)
2)
3)
4)
5)
6)

7)

8)

9)

UNESCO World Heritage Convention, 1972. https://whc.unesco.org/
Ley Protectora de la Ciudad de La Antigua Guatemala (Decreto 60–69). Downloaded from: https://
issuu.com/antiguagt/docs/ley_protectora
Adamic, Louis, The House in Antigua. Harper & Brothers. New York, 1937
Annis, Verle. The Architecture of Antigua Guatemala 1543–1773. Fundación G&T Continental (Third
Printing), 2001.
Alcántara-Ayala, I., Gomez, C., Chmutina, K. Disaster Risks, (Chapter 4). Routledge, 2022
Bosher, Lee., Kim, Dowon., Okubo, Takeyuki., Chmutina, Ksenia, Jigyasu, Rohit. Dealing with Multiple
Hazards and Threats on Cultural Heritage Sites An Assessment of 80 Case Studies. Downloaded from:www.emeraldinsight.com/0965-3562.htm
Bonadonna C. And other authors. Volcanic Ash Fall Hazard and Risk (Chapter 3). Downloaded from:https://www.cambridge.org/core/books/global-volcanic-hazards-and-risk/volcanic-ash-fall-hazardand-risk/21EAC484CBDF5E5CB6F8E36D640BD2C3 . University of Geneva, 2019.
Cottert N., Katherinne, O. Pawelski, James. Art Museums as institutions for human flourishing (Article).
The Journal of Positive Psychology. Routledge, 2022. Downloaded from: https://doi.org/10.1080/1743
9760.2021.2016911
UNITED NATIONS, Sendei Framework for Disaster Risk Reduction 2015–2030. Downloaded from:https://www.undrr.org/publication/sendai-framework-disaster-risk-reduction-2015-2030

95

2.9 Disaster Risk Management of Persepolis World Heritage Site
– Multi-hazard and place approach
Masoud Nakhaei h.D. student, Roma Tre University, Department Of GeologyPE-mail: m.nakhaee.co@gmail.com

1. Introduction

The Marvdasht plain, home to some of the most important archaeological sites in Iran, including
Persepolis, Naqshe Rostsam, and Naqshe Rajab, is subjected to significant risks due to climate variability
and extremes, such as droughts and heavy rain that negatively affect this area. Climate change, on the one
hand, threatens local residents, who are predominantly farmers and, on the other hand, threatens the integrity of these archaeological sites with the risk of local autonomous adaptation. It is important to develop a disaster risk management plan since these hazards are capable of adversely affecting cultural sites
and causing disasters. This project aims to develop a disaster risk management plan for the Persepolis
World Heritage Site (WHS) that takes into account the values of the site and informs local residents about
upcoming risks in order to encourage their cooperation.
Persepolis, located on the east part of Marvdasht plain about 60 Km northeast of Shiraz in Iran, is regarded
as one of the greatest architectural, urban planning, construction technology, and art ensembles of the
Achaemenid period (550–330 BC). These ruins were built on an artificial terrace about ten meters above
the ground at the foot of the Rahmat Mountain dominating a vast and fertile landscape. The site was designated as a WHS by UNESCO in 1979 and has been considered the most visited WHS in Iran. A number ofcultural sites, agricultural fields, a city, and permanent villages surroundsurrounds the site. Farming andsmall tourist businesses are the main economic activities in the area. The Sivand River, which has dried up
in recent years, was the most important river in the region. This site is located in a region prone to various
hazards and threats, which threatens not only its Outstanding Universal Value, but also its cultural landscape.

Fig. 1 Location of Persepolis WHS

Fig. 2 Aerial photos of the site
Source: archive of Persepolis WHS

96

2.9 Disaster Risk Management of Persepolis World Heritage Site – Multi-hazard and place approach

2. Value assessment

Several monuments and stairways, Apadana palace, reception rooms, and dependencies make this site

unique, according to the UNESCO World Heritage Center (2022)1). A great deal of information about the

Achaemenids and their culture can be found in the inscriptions carved on the walls and palaces ofPersepolis, where a large part of its architecture and art was destroyed by Alexander the Great during his

invasion. Even after Islam arrived in Iran, this place was respected because of its importance among
Iranians. As the symbol of spring and victory over darkness, Persepolis is a popular destination for Iranians
during Nowruz (Persian New Year). As a result of its application to the World Heritage Committee inon
1979, the property was determined to possess Outstanding Universal Value based on three criteria (I, III,and VI).
Property boundaries contain the elements and components that contribute towards its Outstanding
Universal Value, such as its culture, stories, and fabric significance (Table 1).

Elements/components

Description

Culture- It is known as a symbol of Iranian identity.
- There are festivals associated with Nowruz (Persian new year) in Persepolis.
- Traditional knowledge/skills of locals.

Stories- Ceremonial capital of the Achaemenid Empire.
- The story of East and West confrontation.
- Fire hazard on an ancient city.
- The story of the commemoration of ancient kings by the last king of Iran(The Celebration of the 2,500th Anniversary of the Founding of the Persian
Empire) 1971.

Fabric- Apadana staircase.
- The Persepolis tombs (Artaxerxes II and Artaxerxes III).
- Several building inscriptions.
- Persepolis ancient sewage system.
- Rahmat mountain.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Tab. 1 Elements/components that contribute towards Outstanding Universal Value

3. Risk assessment

Majority of residents living near the WHS are farmers who have suffered from the drought since agriculture has been their primary source of income and livelihood. In fact, during the last decade, Iran has been
hit by one of the most severe and widespread droughts in its history, affecting a significant percentage ofits farming communities2). Drought and low precipitation have decreased the income of locals who rely
primarily on agriculture for their subsistence3). Therefore, they rely on incomes from non-agricultural occupations, which mostly need new construction on their land. In addition, due to limited or no employment
opportunities, rural communities are facing massive youth migration to surrounding urban areas, known
as reactive or autonomous adaptation4). Additionally, because of excessive water resource exploitationand decreased precipitation, the groundwater level has fallen, resulting in the drying up of wells acrossthe region and the need to drill deeper wells5). Moreover, it has also reduced soil stability, placing this seis-

mically prone region at more risk6). In contrast, for properties inscribed on the World Heritage List, bufferzones play an essential role in maintaining their integrity7), although new construction and interventions
may adversely affect these buffer zones as well. Based on the analysis of the reports on the state of conservation of the WHS from 1979 to 2013, the building is one of the most common threats to cultural heritage
properties8). Accordingly, climate change has not only posed challenges to local communities, but theirautonomous adaptation to these changes has also presented threats to the WHS, both in the buffer zone
and the OUV of the property, which has led to conflict between locals and heritage managers. In the
Table 2, general hazards, threats, vulnerabilities, and risks are listed.

97

Tab. 2 List of hazards, threats, vulnerabilities and risks
Source: by the author
HazardThreatVulnerability

Risk

Earthquake (H1)

Autonomous adaptationof locals (T1)

Earthen structures (V1)

Physical/chemical damage to structures (H1+V2), (H2+V2), (T4+V3),(H3,T7+V7)Land subsidence(H2)

New construction in theregion (T2)

Ancient elements (V2)

Loss of lives (H1+V5+V8),(H3+T7+V6+V7+V8), (H2+T1+V8),(H7+T2+V5)

Fire (H3)

Vandalism (T3)

Fragile parts of the site
(V3)

World heritage in danger/remove
from world heritage list
(H6+T1+V4+V9)

Water/Moisture(H4)

Inappropriate development (T4)Landscape (V4)

Loss of value (H1+H2+V2),(H3+T7+V7), (T8+T6+V2)

Drought (H5)lack of participation/awareness (T5)

Local community (V5)

Decreasing livelihood (H5+T4+V5)

Growth of
population (H6)

Theft (T6)

Museum wooden roof
(V6)

Migration (H5+V5)

Flood (H7)

The site is surrounded byfields where people
picnic (T7)Green areas/South
Barzan area (V7)

Loss of traditional knowledge(H5+V5), (H6+T4+V5)

Over tourism (T8)

Tourism/visitors (V8)

Damage to the museum objects(H3+V6)

Buffer zones (V9)

Conflict (H6+T1+T5+V9)

The property encompasses a vast area (V10)

Loss of sense of belonging(H5+T1+T2+V5+V9)

4. Disaster Scenario

Because of the COVID-19 pandemic and travel restrictions for more than 3 years, the Iranian people do nothave access to their cultural sites, such as Persepolis, which is very important for their cultural identity. On
March 2023, which is the ceremony of Nowruz in Iran, after the travel restrictions were listed, people started traveling and Persepolis hosted a high number of tourists as one of the main travel destinations. Basedon the data on average 50,000 tourists visited the site during Nowruz. However, because of previous hardships and travel restrictions, the number of tourists will be increased significantly and according to thewarnings and the expected threats of over tourism, all cooperating organizations including Ministry of
Cultural Heritage, fire departments, Red Cross centre, and NAJA (Police department) will be on alert. It
should be mentioned that during the COVID-19 restrictions and due to the reduction of supervision andlack of proper monitoring, the number of unauthorized wells and constructions in the region has increased by locals to tackle the drought. Cultural heritage sector, on the other hand, tried to improve thelivelihood of locals by allocating parts of the site to their handicrafts activities with the aim of revivingthem.
As experts had warned, an earthquake of Magnitude 6 on 25 March at 11:35 AM will hit the Marvdasht region. The city of Marvdasht and more than 10 villages around the city will be severely damaged together
with archaeological sites, including Persepolis, Naqshe Rostam, and Naqshe Rajab. The severity of theearthquake causes loss of life, especially in the low-income neighborhoods of the city together with thecollapse of the infrastructure of the region, including electricity, internet, and telephone networks. During
this time and hour (most visited time of the site), about 4000 tourists visit the museum and site, as well as98

2.9 Disaster Risk Management of Persepolis World Heritage Site – Multi-hazard and place approach

60 people working onsite–staff, guardians, tour guides as well as rescue teams. Because of the earthquake,four columns of Apadana palace, which were restored in the last 50 years, will collapse, resulting in a highnumber of casualties and damage to some of the important bas-relief of the Achaemenid period in

Apadana palace. 10 minutes after the earthquake at 11:45 AM, visitors will panic and rush to the exit
routes, some of them are injured in between. Rescue team and staffs of the site, who were trained in 2020,

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

will help the wandering and injured visitors but the amount of injuries and casualties are more than theircapacities. Moreover, reports will indicate that many Achaemenid architectural treasures, including reliefs,
inscriptions, columns, and tombs have been destroyed, affecting the property’s outstanding value.
Reports also indicate the destruction of a part of the wooden roof of the museum and cause damage tomuseum objects (Persepolis Museum was restored to its original state in 1932 and opened as a museumin 1937). At 11:50 AM the fire starts in the crafts shops (next to the parking) for the local handicraft businesses, and the fire will move towards the parking and burns several cars.
At 12:45 PM, while most of the local rescue forces are helping the people of the city and nearby villages,
the aid forces will be arriving to the region from other cities. However, the problem is that the access tothe site will be closed due to the traffic created on the main access road to the site. With the cooperationof the local people, the external rescue forces will be directed from a side road to the emergency door of
the site as already planned ahead.

5. Mitigation strategies

With the aim of mitigating and preparing for drought and land subsidence at the place level, as well as
raising awareness of future risks and vulnerabilities among stakeholders, mitigation strategies were designed as shown in Table 3.
Tab. 3 Mitigation strategies based on available resources and priorities
Mitigation strategies

Scale ofIntervention

Eliminated hazards,
vulnerabilities and risks

Stakeholders

Duration

Cost

Staffs of the site, local
community, municipality, Agriculture
Organization, Natural
Resources andWatershed
Management
Organization.

MediumLow1) Strengthening partnerships
with local community.
(Gaining the trust of thecommunities around the siteand creating awareness about
future risks).(Periodic meetings)

Regional level2) Land subsidence monitoring (Low-cost early warning
system).

Land subsidence.
By monitoring the land
Regional and site
ITC experts and site
failure future risk would
levels.
staffs.
be identified andeliminated.

Long

Medium3) Designing evacuationroutes and using graphic
signs to illustrate evacuation routes.

Site level,
museum level

Loss of lives of tourists
and staffs.

Site staff/ Fire brigade/Red cross center

Short

Low

4) Assessing the earthquake
resistance of the columns
and museum’s structures.

Site level/
Museum level

Earthquake resistanceof structures would beanalyzed. Retrofittingof weak structures.

Structure engineeringand experts of the site.

Long

High

Forgetting earthen
heritage traditional
knowledge.

Staffs, locals, traditional
artisan, and masterbuilders.

Long

MediumAvoiding and reducing Site staffs, Fire departthe damages caused by ment, municipality ofvarious hazards
the Marvdasht.

Short

Medium5) Promoting traditional building knowledge among new
generation. (Earthenarchitecture workshops as
Regional level
there are several earthen
structures in the site andregion).
6) Establishment of early
warning systems.

Regional level,
Site andmuseum levels.

Conflict and lack ofawareness.

996. Emergency preparedness,
response,preparedness,and recovery response,
measuresand recovery measures
6. Emergency
In order to develop emergency preparedness, response, and recovery strategies, detailed assessments ofcurrent
condition
have beenpreparedness,
conducted, alongwith gathering
specific informationdetailed
about thehazard,Intheorder
to develop
emergency
response,
and recovery
assessments
6. Emergency preparedness,
response,strategies,
and recovery measuresits
geographicallocation,culturalheritage
types,
andvulnerabilities
that
make
the
site
and
peoplemoretheof the current condition have been conducted, along with gathering specific information aboutsusceptible
todamage(Tables4
and5).
hazard,its geographicallocation,preparedness,
cultural heritage
types,
vulnerabilities
that makethe site andIn orderto develop emergency
response,
and andrecoverystrategies, detailed
assessments
peoplesusceptible
damage (Tables
and 5).
of the current condition have been conducted, along
withmore
gathering
specificto information
about4theTab. 4 Emergency preparedness strategies

hazard, its geographical location, cultural heritage types, and vulnerabilities that make the site andEngagement and
Designing evacuation
Safe area for repositorypeople more susceptible to damage (Tables 4 and 5).
training of local
Continuation of first aid
routes for staffs andvisitors.

Designing evacuationroutes for staffs andvisitors.

of most valuableobjects.

Safe area for repositoryof most valuableobjects.

Continuation of Firedrill.
Continuation of Firedrill.

community near the

Engagementsite.andtraining of local
community near thesite.

training activities.

Continuation of first aid
training activities.

Regular maintenance –systems: Different
Regular maintenanceSite/building/ structures Regularalarms/Extinguishers/Ca
maintenance –merassystems: Different
Regular maintenance-

Site/building/ structures

alarms/Extinguishers/Ca

Table 4: Emergency preparedness strategies meras
Tab. 4:5 Emergency
response andrecovery
Table
Emergency preparedness
strategies

Collecting information
Collecting information

Hazard and its geographical location.
cultural heritage
affected.
HazardTypes
and itsofgeographicallocation.
Susceptibility
to damage.
Types of cultural
heritage affected.
Thesituation oftoinfrastructures.
Susceptibility
damage.
How many
staffsand people
present on site.
Thesituationof infrastructures.

How many staffs and people present on site.

Analyzing theAnalyzingtheinformation

information

Analysing most valuable and damaged parts.
valuable andtodamaged
parts.
Analyzing areas that areAnalyzing
damaged mostand vulnerable
secondaryhazards.
Analyzing areas
thatdamage
are damaged
andassessment
vulnerable tosecondarytohazards.
Prioritizing
on-siteand riskaccordingthe extent ofPrioritizing on-site damage and risk
assessment
accordingto secondary
the extent ofhazards.
exposure
to primaryandto primary
secondaryhazards.
Evaluationexposureof immediaterisksandto reduce
furtherdamage.
Evaluation of immediate risks to reduce further damage.

Developing
DevelopingStrategic
Strategicplan
planConstituting Quick Response Teams (already trained).
Constituting Quick Response Teams (already trained).
preparation of resources required for doing onsite activity.
preparation of resources required for doing onsite activity.
Establishing a timeline and budget for on-site operations.
Establishing a timeline and budget for on-site operations.
Settingup
thenecessary
requirements
includingObtainpermission,site map
Setting up the necessary requirements
includingObtainpermission,site map
withthethelocation
location
infrastructures,
buildings,
monumentsand objects.
with
of of
infrastructures,
buildings,
monumentsand objects.
Personal
safetysupplybased
onnature
the natureof hazard.
Personal
safetysupplybasedon theof hazard.
Logisticsand
andmeansmeanscommunication
coordinate
emergency
Logistics
ofof
communication
andandcoordinate
with withotherotheremergency
actors.actors.

Implementationof
ofImplementation
strategies
strategies

Establishingrolesroles
and responsibilities
of firstofaiders.
Establishingand responsibilities
first aiders
Immediatesecurity
actions
basedbasedon theonavailable
resources.
Immediatesecurity
actions
the available
resources
Establishinga firstaid strategy
for damaged
parts. parts
Establishinga firstaid strategy
for damaged
Monitoring
andcontrolling
the thequalityof theof strategies.
Monitoring
andcontrolling
qualityofimplementation
the implementationof strategies
Table 5:andrecoveryTable
5:Emergency
Emergencyresponse
responseandrecovery

7. Conclusion
7. Conclusion

7. Conclusion
combination of climate change and anthropogenic factors is likely to cause more stress to WHS andAAA
combination
factorsisislikely
likelytotocause
causemoremorestressstress
WHS
combinationof
ofclimateclimate changechange andand anthropogenic
anthropogenic factors
to to
WHS
andandtheir local communities. An effective approach to reducing these vulnerabilities is to design suitable
theirtheirlocalcommunities.
effectiveapproach
approachto reducing
thesevulnerabilities
is to suitable
design activsuitablelocal
communities.An
An effective
to reducing
thesevulnerabilities
is to design
activities not only at the site level but also at the place level. In this regard and as part of the disaster
activities
notonly
at thebutatalsothelevel.
placeInlevel.
In thisregardas disasterpart of risk
the mandisasterities notonly
at thesite site
levellevelbut also
the atplace
this regardandas partandof theto determine risk management plan for Persepolis WHS, we used the value assessment in section 2
agement planfor
Persepolis WHS,
weused
the valueassessment
in section
2 toassessment
determine which
ele- 2
to which
determinerisk
management
plan
for
Persepolis
WHS,
we
used
the
value
in
sectionelements/components of the property are most valuable, as well as prioritizing risk assessments
ments/componentsofthepropertyaremostvaluable,
as
well
as
prioritizing
risk
assessments
accordingtowhichelements/componentsof theproperty
are most hazards
valuable,well asInprioritizing
risk assessments
accordingto the degree to whichprimaryand secondary
areaspresent.
addition to strengthening
the degree
towhich
primary
andprimary
secondarypresent.
Inareadditionto strengthening
accordingto thedegreeto whichandhazards
secondaryhazards
present.
Inearlyaddition
topartnerships
strengthening
partnerships
withthe local
community,
monitoring
ofare
land
subsidence(low-costwarningsystem),with the local
monitoringof land subsidence(low-costearly
warningsystem),designing
partnerships
with community,
the local
community,of landsubsidence(low-costearly
warningsystem),designing
evacuationroutesand using monitoringgraphic
signs
to illustrateevacuationroutes,andpromotingevacuationroutes andusing andgraphic
signs
to illustrateevacuationroutes,and promoting
traditionalbuilddesigningevacuationroutesusing
signs
tothisillustrateevacuationroutes,and promoting
traditionalbuilding
knowledge
among
thegraphic
newgeneration,
paper
proposed
emergency
preparedness,
ing knowledge
among
the new
generation,
thisgeneration,
paper proposed
emergency
andresponse,
and recovery
basedon
the available
resources
andinformation.
Inpreparedness,conclusion,
itresponse,shouldbetraditionalbuilding
knowledge
among
the new
thispaper
proposed
emergency
preparedness,
noted
that
monitoring
andcontrollingthequalityoftheimplementationofstrategies
byresponsible
response, and recovery based on the available resources and information. In conclusion, it should be
experts is crucial of
forstrategies
reducing uncertainty.
noted that monitoring and controlling the quality of the implementation
by responsible
experts is crucial for reducing uncertainty.
100

2.9 Disaster Risk Management of Persepolis World Heritage Site – Multi-hazard and place approachrecovery based on the available resources and information. In conclusion, it should be noted that monitoring and controlling the quality of the implementation of strategies by responsible experts is crucial for
reducing uncertainty.

Acknowledgment

I would like to acknowledge and thank ITC 2022 mentors and assistants, especially Prof. Lee Bosher, forproviding such kind of opportunity as well as for their guidance and advice throughout my project process. I have extended my supreme gratitude to Dr. Hamid Fadaei, Director of Persepolis Foundation, forgiving me the opportunity to do this project within the organization. In great sense of pleasure, I also
would like to thank all the colleagues who cooperated with me on the project with their patience andopenness.

1)
2)

3)
4)
5)
6)
7)
8)

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

References

UNESCO World Heritage Center 2022, Persepolis, accessed 27 November 2022, <https://whc.unesco.
org/en/list/114/>.
Khalili, N., Arshad, M., Kächele, H., Farajzadeh, Z., & Müller, K. (2021). Drought shocks and farmhousehold consumption behaviour: Insights from Fars province of Iran. International Journal ofDisaster Risk Reduction, 66, 102625.
Campbell, D., Barker, D., & McGregor, D. (2011). Dealing with drought: Small farmers andenvironmental hazards in southern St. Elizabeth, Jamaica. Applied Geography, 31(1), pp. 146–158.
Engle, N. L. (2011). Adaptive capacity and its assessment. Global environmental change, 21(2), pp.
647–656.
Ashraf, S., Nazemi, A., & AghaKouchak, A. (2021). Anthropogenic drought dominates groundwater
depletion in Iran. Scientific reports, 11(1), pp. 1–10.
Rahnema, H., & Mirassi, S. (2016). Study of land subsidence around the city of Shiraz. Scientia Iranica.
Transaction A, Civil Engineering, 23(3), 882.
Oliver, M., & Piatti, G. (2009). World Heritage and buffer zones-International expert meeting on World
Heritage and buffer zones-, World Heritage Papers no. 25.
R. Veillon. (2014). State of Conservation of World Heritage Properties: A Statistical Analysis (1979–2013), UNESCO World Heritage Centre, Paris.

1012.10 The Natural History Museum of Valparaiso– Disaster Risk Management Plan ReportMichel De L’Herbe onsultant, Emergency Management Consulting MGMT – ChileC
Email: michel@mgmt.cl

Fig. 1 Natural History Museum of Valparaiso, MHNV.
Source: MHNV

1. Introduction

The Natural History Museum of Valparaíso (MHNV) is a public institution dependent on the National
Service of Cultural Heritage, which is related to the government of Chile through the Ministry of Culture,
Arts and Heritage.
Founded in 1878, it is the second oldest museum in Chile, whose main building is the Lyon Palace, aHistorical Monument. The collection repository and administrative offices are in the Porter Building, a facility connected to the Palacio Lyon building. Both buildings are located a few blocks from the HistoricCenter of the Maritime City of Valparaíso, an area of the city that was inscribed on the UNESCO World
Heritage List in 2003. The main building, the Palacio Lyon, was built in 1881 and reached the status of aHistorical Monument in 1979.
There are currently about 60,000 items belonging to collections of natural sciences, history, archaeology,
and anthropology under the care of the Museum.
Earthquakes and tsunamis, wildland and structural fires, social protests, incivilities, and criminal acts arepart of the permanent concerns in the protection of the Museum. An earthquake that hit Valparaiso in
1906 and the subsequent fire that destroyed the high school, irreparably affected the valuable collections
that the museum had managed to accumulate.
Due to the lack of its own building, the museum periodically changed its headquarters: it started out withpremises on Avenida Gran Brittany and the ex-Feria del Mar in Playa Ancha; then a small house in Viña delMar; and finally, on November 15, 1988, thanks to a loan agreed between the Directorate of Libraries,
Archives and Museums (DIBAM) and the Illustrious Municipality of Valparaíso, the museum was reopenedin the Lyon Palace. It is a work of an architect and builder, Carlos Von Moltke. The building was declared aHistorical Monument in 1979.1
1

102Servicio Nacional de Patrimonio Cultural – Website https://www.patrimoniocultural.gob.cl/2.10 The Natural History Museum of Valparaiso – Disaster Risk Management Plan Report

2. Values /Attributes

For the purposes of this Plan, it is considered that the Values – Attributes that characterize and highlightthe Natural History Museum of Valparaíso are the following and are qualified as High, Moderate, Low:
Tab. 1 Values of the proposed plan

3. Risk Assessment – Multi Hazards Approach

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants(1) Hazards and Vulnerability
From a multi-hazards approach, and considering elements of a historical nature, as well as recent socio-cultural and political, it is possible to point out that the main hazards for the installation are:Tab. 2 The main hazards to be considered

The hazards mentioned above can be dealt with separately, but the possibility of a mega earthquake andtsunami, such as the one that occurred in 1730 or 1906, presents a worst-case scenario that, in addition to
the main hazard, brings other secondary hazards such as flooding and structural fire, as in the case of atsunamigenic earthquake, taking into consideration that the museum is located within the flood zone.
The seismic gap and the high level of accumulated energy off the coast of Valparaíso, establishes that alarge earthquake is expected to occur in the short or medium term, as described later in this document.
Valparaíso is located in an area where large forest fires that spread to urban areas are common. In the recent past, there has been a significant impact on the communities as a result of the spread of these wildland urban interface fires; however, due to the location of the Museum, the probability of being affectedby the spread of a fire of these characteristics is considered to be low.
In the recent past, vandalism, crime, and incivilities have increased significantly in the city of Valparaíso.
Although, to date the impact on the Museum has been low, it is considered that the increase in these
events requires placing these hazards and the probability of their occurrence at a medium level.
Analyzing the area in which the Museum is located, it is possible to point out that landslides are a real possibility, as the recent past has shown. To date, the landslides that have occurred in nearby areas have notimpacted the Museum, but this is something that needs to be monitored, as well as the mitigation works
that have been carried out in nearby areas. Thus, it is considered that landslides should be rated at a medium level.
Separately, earthquakes, floods, and structural fires have a significant probability of occurrence, both as ahazard and as a risk of occurrence. Valparaiso is an old city where there are usually important structural
fires, and the museum is adjacent to a relevant number of facilities and activities where a fire can originate
and be affected by the spread. The fire code in Chile is weak, so the measures for detection, warning, andsuppression systems are still precarious.
Floods are a hazard whose probability of occurrence has increased, especially due to climate change andextreme weather phenomena, and in this case, heavy rains in a short period of time that demand an old103rainwater evacuation system.

4. Worst Case Scenario

From the analysis carried out, it is considered that the worst possible scenario
corresponds to the occurrence of a tsunamigenic earthquake of moment magni-

tude 8.6.
This scenario is likely and is based on available scientific information that indicates the seismic deficit that in the northern part has not yet been completed, so
the occurrence of a mega earthquake such as the one proposed could occur inthe near future.
The plan is based on the following specific scenario
Primary Hazard: Tsunamigenic Earthquake
Day: weekday, noon in January or February
Secondary hazard: Floods, structural fireGeneral description: A Moment Magnitude 8.6 earthquake is estimated for thisregion from the northern part of the 2010 earthquake rupture to the southern
portion of the 2015 earthquake rupture (as shown in the figure on the right).
Tsunami: run up 30 meters above sea level
Visitors: 100

Fig. 2 Tsunami modeling

It is necessary to point out that the months of January and February in Chile are high season in terms ofinternal and receptive tourism.
(1) Hazards + Vulnerability–O bvious damage to the walls of the museum building. It is unclear if there is structural damage. Fall of
furniture and objects. Glass breakage. Main corridor with displaced furniture and breaking of showcases.
– Administrative building. Glass breakage. Displacement of furniture and objects. Storage rooms: movement of furniture and objects.
–P ower outage. Absence of telecommunications services, which prevents the request for emergency aid.
–A pparent fire in the neighboring building. Falling debris and partial collapse blocking the North Exit.
–T he staff has had to attend to their colleagues and visitors, as well as evacuate to the security zone.
–1 2 minutes after the earthquake, the wave train begins to impact, destroying the main door of the museum and flooding the first floor. The storage rooms of the basement and the first floor of the Carlos
Porter building are flooded. Great damage is generated by water and debris. Several aftershocks. Threeof them are between 7.5–8.3 Mw.
–E mergency services are overwhelmed. There is no communication with firefighters, police, or ambulances. There is also no communication with the National Emergency Office.
(2) Effects/impacts
As a result of these events:– Damage to the main building (Palacio Lyon) of the Museum that makes structural compromise suspected.
–S ignificant damage to the museum’s collections is suspected.
–C arlos Porter Building: significant damage and impossibility of safe access to the warehouses. Significant
damage to the collections is suspected.

1042.10 The Natural History Museum of Valparaiso – Disaster Risk Management Plan Report–S taff members have had their livelihoods affected.

–T he museum has had to close, and it is difficult to access the structure as there is a lot of debris and mudin the vicinity as a result of the tsunami.

–D ue to loss of connectivity, there is no remote network access or information in the cloud.

– There is a significant alteration of the community that has had to be evacuated to safe zones that are

crowded.
– Some looting is reported in the central area of Valparaiso, in commercial premises near the Museum.
Personnel safety must be evaluated before moving to the Museum.
There is no possibility of accessing the buildings before an assessment of the safety of the environmentand structure of the Palacio Lyon and Carlos Porter buildings. Entry into the building as a damage assessment should be part of the priority activities when implementing the recovery and continuity of operations plan.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

5. Short–Term Measures (Six months)

Over the next six months, a plan will be developed that will involve the phases of mitigation, preparedness, response, and recovery, based on an appreciative approach that seeks to recognize and strengthen
existing capabilities.
This plan will follow key principles of Emergency Management, such as an integrated approach (all risks/hazards, all phases, all stakeholders, and all impacts). A progressive approach, seeking to anticipate scenarios and build more resistant and resilient communities.
The actions to be developed will also seek to strengthen a risk approach (identification, risk analysis, andimpact analysis) for correct prioritization. An integrated, collaborative, and coordinated approach, flexible
and professional, based on science and knowledge, experience, training, ethical practice, and continuous
improvement.
It will also develop a bottom–up approach, seeking the participation and involvement of the organizationand its stakeholders as the key resource for the viability of the initiative.
Thus, each of the activities, when designed in detail and implemented, should follow these principles.
(1) Management
If we consider that what is relevant in a plan is the organization’s capacity to implement actions, goingfrom an academic and design action to an execution one, the participation and involvement of all levels isa key element.
It is necessary to consider that the organization has been developing an interesting work; there is motivation and concern for the occurrence of a disaster that would severely impact the lives of people, theMuseum’s exhibits, and the infrastructure. For this reason, the above–mentioned is even more relevant
since it allows for strengthening the work developed, increasing motivation, as well as establishing thebasis for continuous improvement under a high level of commitment.
Institutional Involvement and Participation–C ommunicate to the Director the plan, motivate his commitment, receive suggestions, and incorporate
improvements.
–C ommunicate to the management team the Plan as an initiative validated by the Director and part of its
management. Receive suggestions, recommendations and incorporate improvements.
–C ommunicate to the “Evacuation Table Team” created by the Director to establish the first guidelines forthe evacuation of collections. Receive suggestions, recommendations and incorporate improvements.

105

(2) Stakeholders Analysis
MAIN STAKEHOLDERS

Fig. 3 The main stakeholders of this plan(3) Mitigation
To comprehensively address the mitigation phase, a systematic approach has been contemplated to include activities that help reduce damage in the event of a destructive earthquake and tsunami.
It has been considered key to establish strategic work to strengthen engagement with various stakeholders as a way to establish joint work, alliances and raise awareness about the importance of taking mitigation measures in anticipation of a catastrophic scenario of mega earthquake and tsunami.
In this phase, specific actions are proposed that are considered urgent and key to mitigate possible damage to people (workers and visitors), property, and infrastructure.
In the next six months, the goal is to reach a specific design and proposal stage.
Strategic Level/Stakeholder Engagement:
Develop a community–stakeholders engagement strategy with a special focus on:
・Target community groups (focus group, invitations, information, participation in relevant activities)
・Municipality, Mayor, Presidential Delegation, National Congress, Regional Governor and Regional
Councilor, Port of Valparaiso, Media, Utility services companies, Chilean Navy, Naval Museum, Chilquinta,
Community in neighboring buildings
Physical Planning・Seek an alliance for the evaluation of utility services (electricity, drinking water and gas network) andthen establish a plan to strengthen the electricity.
・Structural evaluation of the Palacio Lyon and Carlos Porter buildings and then establish a structural reinforcement plan for buildings and facilities.
・Evaluation of design and installation of manual activation sprinklers on the roof of both buildings
・Review and proposal for repair and reinforcement of fire monitoring, detection, alert, and suppression
system.
Technical Level
・Reinforcement and improvement of the seal of main access doors and access to the underground.
・Review of furniture, artifacts, and showcases in the Lyon Palace building. Anchoring and reinforcement1062.10 The Natural History Museum of Valparaiso – Disaster Risk Management Plan Reportof fastening of furniture elements, including those found in storage warehouses.

・Availability of flood bags and Quick Dam barriers・Incorporate fire extinguishing carts of 50 kg.

・Strengthen fire network in central parking lot

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Management, Maintenance, and Monitoring Systems
・Strengthening waste management
・Strengthen electricity consumption management
・Reinforce control system and centralized monitoring of cameras.
・Reinforce the main switches, and monitoring of smoke sensors
・Establish monitoring measures of the alert system for earthquakes, tsunamis, and weather, among others.
・Review and improvement of signage
・Ensure proper opening and closing of doors in emergency exits.
(4) Preparedness
In the preparation phase, it is considered essential, within the next six months, to install some basic capabilities, starting by simplifying and massifying information to raise awareness and initiate a process of motivation and commitment to the people working in the museum, as well as installing essential capabilities
and structures for incident management.
In the same way, basic elements will be defined for standard operating procedures and an emergency
management and operational continuity plan, making at least a tabletop and drill.
・Dissemination and involvement of staff. Knowledge of the plan. Awareness and motivation. Strengthen
a sense of pride and belonging
・Organization and training. Implementation of the CERT Community Emergency Response Team program・Standardization of format of standard operating procedures. Application via participatory methodology
and involvement. Construction of a common language and sense of team identity.
・Tabletop exercise and drill
・Development of Basic Recovery and Continuity of Operations Plan. Design of a basic guide that determines, among other things,
1.Incident Command System
2. Essential Functions, Recovery Objectives Points, Recovery Time Objectives, Essential Personnel, among
other information related to a basic BCP approach.
(5) Response
During the next six months, the main elements to adequately address the response phase will be defined.
The following are a series of steps that should be addressed at the proposal level and are considered to be
the first systematic approach to the response, basically a step-by-step approach to the first response.
Step By Step
1. Assemble Planning Team (Administrators, Department Directors, Key Staff, etc.)
2. Incident Command System – ICS is already in place.
3. Determine whether, based on the characteristics of the earthquake, it is necessary to evacuate in theface of a possible tsunami. Turn to reliable and official sources of information.
4. Gather and count staff and visitors. If evacuation is required, appoint evacuation leaders to follow standard procedure.
5. If it is not necessary to evacuate, carry out a rapid and systematic review according to the standard procedure of action.

107

The priorities for the first response will be

1. Safety and attention of staff and visitors
2. Infrastructure Security

3. Security and rescue of collections
4. Business Continuity(6) Recovery
The following steps are provided as an initial guide for managing the recovery phase. Over the next six
months, we will seek to put in place the capabilities, procedures, and plan structure necessary to addresseach of these points.
1. Quick Check using Continuity of Operations Plan Development Check List
2. Adapt the BCP/COOP and Recovery Plan Using the Basic Guide for Operational Continuity/BusinessContinuity,
3. Ensure the installation of the human resources management system according to a standard operatingprocedure,
4. If an evacuation has been necessary and structural evaluation of the buildings is required, install a command post in alternative installation.
5. Assemble Planning Team (ICS)
6. Establish mission, team responsibilities, and time frame for development of the plan.
7. Gather existing emergency plans and documents for plan coordination.
8. A standardized checklist for the first approach will be developed.
Each of the phases and actions included in this plan considers the involvement and participatory constructionof each of the initiatives, in order to generate the involvement of the members of the organization, make theirimplementation viable, and strengthen the sense of belonging.

References
1)

Natural History Museum of Valparaiso. Evacuación de emergencias de colecciones del MHNV. Work
Document.
2) Servicio Nacional de Patrimonio Cultural – Website https://www.patrimoniocultural.gob.cl/
3) Tsunami Modeling in the South American Subduction Zone Inferred from Seismic Coupling andHistorical Seismicity. Miguel Medina, Sebastián Riquelme, Mario Fuentes, and Jaime Campos. 2021
Springer Nature Switzerland AG
4) Riesgo Integrado de Asentamientos Humanos Conurbación Valparaiso. Catalina Amigo, NicolásÁlamos, Damaris Arrieta, Marco Billi, Manuel Contreras, Cristian Larraguibel, Ariel Muñoz, Pamela
Smith, Anahí Urquiza, Manuel Vargas, José Tomás Videla, Patricio Winckler. 2021
5) Mapas de Riesgo Climático. Riesgo Climático CR2 https://gv.riesgoclimatico.cr2.cl/
6) Centro Sismológico Nacional Chile. http://www.csn.uchile.cl/sismologia/grandes-terremotos-enchile/7) UNESCO, Historic Quarter of the Seaport City of Valparaíso. https://whc.unesco.org/en/list/959/
documents/
8) Plan de Desarrollo Comunal de Valparaiso 2020 - 2030. Resumen Ejecutivo https://simone.upla.cl/wpcontent/uploads/2021/10/RESUMEN-EJECUTIVO-PLADECO-2020-2030.pdf
9) Geoportal de Chile -Visor de Mapas http://www.geoportal.cl/visorgeoportal/
10) Plan de Evacuación ante Tsunami Región de Valparaíso. Sector Puerto. ONEMI Chile.
https://www.onemi.gov.cl/wp-content/uploads/2019/07/Valparaíso-puerto.pdf
11) Biblioteca del Congreso Nacional. https://www.bcn.cl/portal/

108

2.11 Disaster Risk Management Draft Plan for Pineland ArchaeologicalSite Complex
Natalie A. De La Torre Salas P ublic Archaeology Outreach Coordinator, Southwest Florida, Florida PublicArchaeology Network, Florida Atlantic University, Anthropology Departmente-mail: ndelatorresalas@fau.edu

1. Introduction

Fig. 1 Aerial view of Pineland
Source: Florida Museum

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 ParticipantsSouthwest Florida’s Pine Island is home to the Pineland Site Complex, also known as Pineland (Figure 1)
which is an outstanding site made up of seven archaeological sites and it is understood to have been oneof the capitals of the Calusa. The Calusa (Figure 2) were a sophisticated social and political tribe that inhabited the Southern Peninsula of Florida as fishermen, hunters, and gatherers. This area was distinguished by two sizable shell mound complexes that were divided by a water court and an artificial central
canal. Frank Hamilton Cushing, an archaeologist, visited the Pineland site in 1895, and the complex’s core
was spread across around 100 acres. Only 20 acres were still whole in 1989, thanks to landowners Don and
Pat Randell’s preservation efforts. To the south of the primary site, a succession of smaller-sized enclosures, courts, and benches were present. At Pineland, there are still a number of historic buildings that illustrate Florida’s early pioneer past. The location has been designated as a County Historical Resource andis listed on the National Register of Historic Places not only because of its archaeological and historical value but also because it is also home to a diversity of ecosystems. The Florida Museum of Natural History’s
Randell Research Center (hereafter, RRC), which teaches about southwest Florida’s archaeology, history,
and ecology, currently oversees the site.

Fig. 2 The Calusa
Source: Florida Museum

2. Characteristics of the site

(1) Boundaries
RRC is a joint venture between Lee County, which purchased the property through the Conservation
20/20 program, and the University of Florida Foundation, which manages the land, including its structures
and amenities (Figure 3). In 2015, the RRC, with support from the Calusa Land Trust and other donors, wasable to buy five more acres that contain other two Calusa mounds - Smith Mound and Low Mound. There
are still areas of Pineland that are not owned by the county, nor are they managed by RRC.
(2) Stakeholders
Stakeholder analysis (Figure 4) for Pineland divided by the stakeholders into six groups: 1) RRC, which is a
program of the Florida Museum of Natural History and also managed by the University of Florida and it includes the staff, volunteers, the Advisory Board, the Randell family, and Friends of RRC; 2) Local which includes the residents of Pine Island and the Historic Preservation Commission and the Historic Preservation

109

Fig. 3 Boundaries of Randell Research Center
Source: Marquardt. W. and Walker K. 2014

Fig.4 Stakeholder analysis
Source: by the author

Board of Lee County; 3) Universities that include the University of Florida, Florida Gulf Coast University andFlorida Atlantic University; 4) Businesses and organizations like Tarpon Lodge Rest. and Calusa Land Trust;
5) Donors and 6) Seminole Tribe of Florida Tribal Preservation Office, Bureau of Archaeological Research,and the Florida Public Archaeology Network. This categorization of stakeholders shows this site’s diverse
support and unique management style.

3. Attributes and values(1) Archaeological attributes
Pineland is a complex of seven archaeological sites; therefore, the main archaeological attributes consistof shell, sand, and burial mounds. The names of the archaeological attributes that lay within the boundaries of the site are Randell and Brown Complexes, Smith Mound or Pineland Burial Mound, Surf Clam Ridge,
the Citrus Ridge, Low Mound, and Old Mound.

1102.11 Disaster Risk Management Draft Plan for Pineland Archaeological Site Complex(2) Built attributes

The built attributes of the site include Ruby Gil House, a historic house that has functioned as the head-quarters for the RRC. Also, the Calusa Heritage Trail is an interpretive walkway to the mounds, canals, andother features of the Pineland archaeological site. Other built attributes are the pavilion and the observation deck.

(3) Ecological/landscape attributes
Pineland consists of an incredible landscape that is home to a great biodiversity. Ecological attributes include the Calusa Canal, the Ibis Pond, smaller ponds, and the Eastern and Northern woods.

4. Risk Assessment

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 ParticipantsPart of the risk assessment analysis consisted in understanding the regional hazards that are experienced
in the region and which of those can become site-specific hazards. Sources consulted to conduct a risk assessment (Figure 5) and analyze the impact on the attribute’s values were Risk Factor (https://riskfactor.
com/) and Surging Seas Risk Finder (https://riskfinder.climatecentral.org/).
(1) Regional hazards
At a regional level, Southwest Florida is mostly impacted by hurricanes. Historically, every 30–40 years,
there was a major hurricane event, and most recently, every 10 years, there is a major hurricane in the region, followed by intense flooding, tornadoes, wildfire, earthquakes, and landslides.
(2) Site-specific hazards
Flooding is the hazard that runs the bigger risk of impacting the site. The town of Pine Island has an extreme risk of flooding over the next 30 years, which means flooding is likely to impact day-to-day life within the community. This is based on the level of risk the properties face rather than the proportion of properties with risk. Currently, there are no known adaptation measures for flooding in Pine Island. Pine Island
has extreme risk from the heat. The “hot day” temperature for Pine Island is 105ºF. As a result of the extreme heat, Pineland also suffers a major risk of wildfire.

Fig.5 Attributes and values
Source: by the author111

5. Disaster Scenario

It’s mid-September, the peak of hurricane season, and the weather forecast had announced a hurricane
cat. 5 accompanied by winds of 157 mph and a storm surge of 18 ft. Ruby Gil House has been terribly im-

pacted by the hurricane, and the artifacts stored in it are broken and out of context. The parking lot to access the Calusa Heritage Tail has been blocked by trees and debris that fell due to the intense winds(Figure 6). Older and seasonal residents that could have immediately arrived at the site have fled the area
to shelters. Some of the mounds’ profiles have been impacted, and artifacts have been removed from themound, damaged, and taken out of context. Unfortunately, subsequent rains and the great number of debris and fallen trees have damaged Smith Mound exposing human remains. It takes a long time for visitors
to go to the site, consequently impacting tourism. There is a delayed post-event response since theMatlacha bridge was broken and flooded, and there is no way to get to the site – also limiting first aid tocultural heritage.

Fig.6 Access to the Calusa Heritage Tail has been blocked
by trees and debris

6. Mitigation Measures

Following the analysis done through the attributes, value, and risk assessments, the following mitigation
measures are suggested:
Tab. 1 Mitigation measures
Source: by the author

Mitigation
measures

Duration

Costs

Effect

RRC staff

MediumMedium

Improve risk preparedness

Site managementlevel

RRC staff, volunteers, FPAN

Periodic

Low

Collect data of heritage
attributes before andafter hazards impact thesite3) Buy a storage unit spacefor evacuating artifacts
and important
documents

Site managementlevel

RRC staff

Short-term

High

Protect artifacts anddocuments from storm

1) Repair Ruby Gil House

Attribute level

RRC staff, volunteers, consultant

Long-term

High

Reduce the risk building
and artifacts being
damaged.

2) Maintain flora

Attribute level

RRC staff, volunteers

Periodic
measureLow

Reduces chances ofmounds and other areas
being impacted

Training

Training of staff for caring
for cultural heritage in theevent of a disaster

Site level

RRC staff, volunteers, consultants

PeriodicMediumReduce the risk of
attributes of the site
being impacted hazards

Research &Awareness

Research on the protectionof mounds & share theresults at events at the RRC

Site level

RRC staff, universities

Long-term

High

Increase ways to protect
mounds and create public awareness

Planning

Maintenance &Preparedness112

Description

Scale

1) D
 eveloping a management and DRM plan forthe site and attributes

Site managementlevel2) Do risk assessments ofheritage components– keep a record

Actors2.11 Disaster Risk Management Draft Plan for Pineland Archaeological Site Complex

7. Emergency, preparedness, response, and recovery measures(1) Preparedness●O nce there are official warnings for a hurricane event, all staff members will keep track of the direc-

tion of the hurricane, kind of winds, and preparations to evacuate the site one to two days before
the hurricane will take place.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants● Part of the preparation will consist of making sure that all buildings are hurricane-proofed, and thevegetation is controlled in order to prevent any additional damage to the mounds. Evacuate artifacts to the storage unit in Fort Myers.
● Create hurricane drills among staff with the assistance of collaborators from FEMA at the end ofJune and review the DRM plan with the staff and volunteers.
● Create a thorough binder with all the necessary emergency response information, including a directory of emergency contacts, and have all relevant documents, including the DRM plan - in ashared online storage space that all of them can access.
● Set additional methods of communicating with staff, institutions, and volunteers in case power areout, and communication towers are out (pagers or walkie-talkies).
● Train civil protection, such as the County Sherriff’s Office and the Fire Department, to deal andproperly handle cultural heritage after a disaster.
● Create a headquarters for emergency response/a chat or online network to communicate and respond (ex. Florida Gulf Coast University).
● Practice and review procedures and guidelines with staff and volunteers. Maintenance protocol inaction, especially controlled vegetation – look for anything that can harm the mounds.
(2) Response● Check on staff and volunteers via phone calls and text. Coordinate meetings between the operations manager, the director, and the assistant director to discuss the emergency response plan.
● Get in contact with local neighbors and members of the Advisory Board to see if anyone has accessto the site and can do a rapid evaluation of the site.
● Take into consideration different organizations that are going to be responding, like FEMA andNGOs, and also consider new stakeholders.
● In case the bridge is damaged, and access is restricted, get the proper documentation and permits
ready for visiting the site. Check on the storage unit and do a rapid evaluation of artifacts and important documents.
(3) Recovery● C ontact and mobilize the network of specialists from emergency departments, the Fire
Department, law enforcement, FEMA, museums, research institutes, and universities to help withthe recovery.
● Damage and risk assessment of Ruby Gil House, Pavilion, Calusa Heritage Trail, and mounds.
● Provide security at the site for guarding affected objects● Secure perimeter for public safety● Regularly monitor areas of the site that requires maintenance.
● In case nobody can access the site due to a damaged bridge to the island, a request to Google will
be sent for providing a disaster satellite map of the site.

8. Conclusion

While a draft of the DRM plan was being developed throughout the course, Hurricane Ian severely impacted SWFL, specifically the Pineland Archaeological Site Complex. This presented a unique opportunity to
cross-examine what was initially proposed during the course with the lessons learned from the experience113

of this recent hurricane. RRC must develop a management plan that includes a DRM plan of cultural heri-tage, which includes the ecology and cultural landscape of the site. In turn, this should be one of the main
goals of the pilot project following the ITC. Doing this will result in a key example or case study for othersites in the region whose main attributes consist of archaeological mounds. Immovable archaeological
heritage faces great challenges, but lessons learned from Pineland can shed light on different ways of assessing the impact of different hazards and managing disaster risks from storm-related events. Lastly, frequent re-assessment of involved stakeholders is crucial for mobilizing response and recovery efforts.

Acknowledgment

Thanks to Legna Salas Castillo for always remembering to give me a quick call early in the morning to
make sure I woke up in time for class. Thanks to Annisa Karim, Michelle LeFebvre and Charlie Cobb for
their support in taking this course. Thanks to Sara Ayers-Rigsby and the rest of my colleagues at FPAN for
their support and encouragement at work. Thanks to Saima Iqbal for being a great mentor and for her incredible guidance, kindness, and patience throughout the training. It was a pleasure meeting and learningfrom you. Last but not least, thanks to everyone on the ITC team - professors, organizers, lecturers, guests,
and classmates who made this virtual training possible and an incredibly unique experience.

Bibliography1)	Marquardt, William. 2013. The Pineland Site Complex: Theoretical and Cultural Contexts.
2)	Marquardt. W. and Walker K. 2014. The Archaeology of Pineland: A Coastal Southwest Florida Site
Complex, A.D. 50–1710. University Press of Florida, Gainesville.
3)	Nettles, B., et al. 2017. Protecting Florida’s History from Hazards: A Guide to Integrating Cultural
Resources into Disaster Planning. Lavin College of Law and National Parks Service.
4)	Thompson, V., Marquardt., and Walker, K. 2014. A Remote Sensing Perspective on Shoreline
Modification, Canal Construction, and Household Trajectories at Pineland along Florida’s
Southwestern Gulf Coast. Archaeol. Prospect. 21, pp. 59–73.

114

2.12 Disaster Mitigation Management Eastern Mamluk Necropolis in
Cairo: Sultan Barsbãy Hospice Case study
Raghda El-Nezory

 enior Archeologist at Historic Cairo department, Egypt
S
MA, Ain Shams University
E-mail: nasrroda@gmail.com

1. INTRODUCTION

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

The cultural assets of the Northern Cemetery are the main part of the living heritage of Historic Cairo,
which is one of the sites inscribed on the UNESCO’s World Heritage list based on the three criteria for
Outstanding Universal Values (i, v, vi).1)
In the fourteenth and fifteenth centuries, Mamluk sultans sought to build their great tombs outside thecity, south of the Citadel, which was linked to the urbanism of Cairo. It is also known as the Qabaq or theBlack Square, where Mamluks used to compete in archery.2) Consequently, this makes the site unique that

includes the most famous architecture of the Middle Ages with a military, political, and social character.

it is the onlyManagement
regular site visited by intellectuals(MapMamluk
1).
DisasterMoreover,
Mitigation
Eastern
Necropolis in Cairo:
Sultan Barsbãy Hospice Case study (835/1432)
2. Case Study (Sultan Barsbay MADRASA)
3)(1) Background
Many architectural complexes were built for a number of Mamluk sultans in the northern cemetery, consisting of well-known architectural structures on both sides of the street and attributed to a number ofgreat sultans such as Barsbay and Qaytbay. This residence has been neglected for years.
Sultan Barsbãy ruled for sixteen years throughout the period between 1422–38, at the height of the
Senior Archeologist at Historic Cairo department, Egypt
Mamluk era in Egypt. Originally, it was a hospice with a mausoleum. This complex was planned to accomMA,
Ain Shams
University
modate a large number of students,
occupyingfrom bothends of the street south to the next site, cover(Thedepartment
Cairo,
SalahitsEl-Din
Citadel,
Salem
St.)
ing
a largearea, but mostof
of itHistoric
did not last.
Interestingly,
architecture
was verySalah
different
from thefunerary structures of its contemporaries(Map 1).
E-mail: nasrroda@gmail.com

Raghda El-Nezory

Khanqah Al sultan
Barsbãy

Map 1: NorthernMap
Cemetery,
Source by urhcproject
1 Northern Cemetery
Source by urhcprojectIn addition, it was a charitable place where people drank from it that combined with its facade on the left
side of the portal. On its northern and eastern sides are other mausoleums dedicated to a number ofprinces and relatives of him4) (Pic. 1).

115

Pic. 1 Khanqah Al sultan Barsbãy
Source by Esri(2) Cultural Heritage Values
The site has various values ​​that make it very important and worthwhile to preserve. It is situated in a cosmopolitan location of spiritual and religious significance. The entire building dates back to the Mamlukera. The khanqah has a unique decorative stone dome with a rich sanctuary covered with a magnificent
marble floor. It consists of a masterpiece Pulpit which surrounded by a glass slide for fire protection by
Egyptian Heritage Rescue Foundation (EHRF) 5) in association with the British Council. It also contains a
Quran chair made of wood inlaid with ivory located in the sanctuary of the shrine (Table 1).
Tab. 1 Barsbay Values
Source by Author

Royal

Built by Mamluk Sultan

WH

Located in World Heritage Site
Sultan Barsbãy Mausoleum

SpiritualAmir’s and Sultan’s Relatives Mausoleum
Prayer Place

Religious
Architectural

Sufis students’ accommodation
Unique Original Mamluk style
1st time, consists two Zawiyas, previous complexes
1st time, unique decoration stone dome with a star pattern
Sanctuary floor richly inlaid with marble polychrome

Artistic

Ancient masterpiece Pulpit from 15th C., adorned with intricate carvings surroundedwith glass slide,transferred from heritage mosque that demolished in 19th by the Committee.
Quran holder inlaid with ivory

3. Hazards and Vulnerabilities(1) The cemetery also faces such common and critical risks that occur all over the world. By analyzing themain risks on this site, one can assess the main types of natural and man-made hazards such as negligence, theft, rapid urbanization, etc. The best risk reduction plan to tackle the main risk of this site isearthquakes. Over the centuries, a number of natural hazards directly affected the infrastructures, suchas seismic threat, fire, storms, etc., especially of which is worthy of mentioning was the earthquake in
1992; it had a fatal impact on life and cultural heritage. Of course, natural danger is not the only reason
threatening the site but this extended vulnerability is due to human impact on the site.6) (Pic. 2)116

2.12 Disaster Mitigation Management Eastern Mamluk Necropolis in Cairo: Sultan Barsbãy Hospice Case study

Pic. 2 Egypt Natural Hazards, 1900–2020
Source by World Bank
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants(2) Best mitigation plan will require analysis of the pre-disaster situation using data to have a resilience toreduce the after-mid-disaster impact. As for the case study, which is located in the Qaytbay area, its
main hazards are earthquakes, fires, storms and post-Covid-19 effect (Table 2). Furthermore, the building is exposed to the impact of slum tourism due to having regular visitors without any arrangement or
entry tickets. Similarly, the whole site is faced with the weak infrastructure of the building due to underground water; previously, damages occurred due to frequent rainfall and historic earthquakes that
hit the building, and they continue to be neglected by the Ministry of Antiquities (MOTA) without any
maintenance. The only information that exists is the historical and architectural data without any mitigation plan for the site or the area around the targeted buildings. The area is occupied by communities
with a low literacy rate, with lack of awareness that leads to the neglect of the mosque by keepers.
With no fire system, low capacity, lack of decisions that take a long time to activate will be a disaster
later and lead to the loss of valuable cultural heritage. There are also many acts of looting, housing andillegal internal activities, as seen in 2016, when some criminals targeted a number of shrines. Moreover,residents across the region dump rubbish inside the shrines which affects the infrastructure and opens
the way for criminals to do illegal things like drugs. Therefore, the Ministry closed off the building byplacing a security cordon around it to prevent this problem, but without removing the garbage fromthe heritage building. As a result, the hazard is still accretion. Previous assessments conducted from2008 to 20137) about damages showed that they were caused by traffic vibrations or congestion thatallows vandalism to affect buildings, especially the Qaytbay area where current case study is located,with the highest percentage of pollution and overpopulation. There are many valuable pieces that are
targeted by thieves such as the carved wooden minbar and the Quran stand (Map 2); moreover, there
are issues of the lack of capacity and funds, neglect, pollution, sabotage, informal development, andrapid development that could potentially cause earth tremors in the area which affects directly on the
Pic 2: Egypt Natural Hazards, 1900–202030, Source by World Bank
heritage and its stability.
Tab. 2 Risk Analysis
Source by Author
HazardEarthquake

Fire
Storms / Rainfall
COVID-19

Vulnerability
Lack Funding & Data
Lack Decisions / Resources
Lack awareness
Neglect
Pollution & Overpopulation
Informal Developments
Slum Tourism
High Illiteracy
Fire system
Infrastructural damage
Lack insurance
Table 2 Risk Analysis, Source by Author

ImpactDestruction of Cultural Significance
Loss Money
Loss Tourism
Vandalism
Housing
Looting
Garbage – Illegal activity
Unstable land
Loss life117

Vulnerability
Lack Funding & Data

ImpactDestruction of Cultural SignificanceLack Decisions / Resources
Loss Money
Lack awareness
Loss Tourism
Neglect
Vandalism
Pollution & Overpopulation
Housing
Informal Developments
LootingSlum Tourism
Garbage – Illegal activity
High Illiteracy
Unstable land
Fire system
Loss life
Infrastructural damage
Lack insurance Map 2 Pollution & overpopulation Qaytbay
Table 2 Risk Analysis, Source by AuthorSource by Google Earth

4. WORST CASE SCENARIO

A strong seismic wave (Primary Hazard) of Magnitude 5.9 hit the site on 10/2023 at 12:15 pm (EET). Many
parts of the buildings had serious cracks in the walls. The minaret’s head fell on people, causing loss of life,
blocking the main entrance, and causing a serious crack in the tomb’s dome. Moreover, the gas pipe andelectrical box failed to function due to the earthquakes, so the fire (Second Hazard) started to spreadaround a large part of the building.
Firefighters were late to reach places at risk of fire because of the long distance and peak hours in Cairo.
The colored and decorated wooden ceiling caught fire and began to burn because parts of it fell inside
the wooden pulpit, which was damaged by the fire and smoke. In addition, the glass slats that surrounded
the pulpit had serious cracks (Pic. 3). The Civil Defense is making a side hole in the walls to enter and rescue people, while the Civil Defense and the facilitator will direct the visitors to exit the area in a safer way.
Map 2: Pollution& overpopulation
Qaytbay,
by Google
Earth
The police
will secure thesite andSource
the ambulancewilltransport the injured.

1stEarthqukae

2nd Fire

3rd Looting

Pic3 Source H. Hamza, Worst Scenario, Edit by Author
Pic. 3 Source H. Hamza, Worst Scenario, Edit by Author

5. RISK ASSESSMENT - PREPAREDNESS AND RESPONSE

The specialists and first Aider after obtaining the permits and preparing a risk assessment, acquired thedata and prepared the logistical tools, etc. After securing the building, First Aid staffs marked the damaged
parts and followed their list of actions with required intervention; first, demolished valuable items that had
fallen will be rescued and placed in a safer location in the Qaytbay Mosque that houses an antiquities office, prior to its transportation to the Civilization Museum (Map 3). Second, Specialists begin to cement
and reinforce some of the walls and document the current condition of each element. Finally, by securing118

2.12 Disaster Mitigation Management Eastern Mamluk Necropolis in Cairo: Sultan Barsbãy Hospice Case study

a new warehouse8), all the pieces are transferred to Qaytbay mosque with their numbers and data of theoriginal location. On the other hand, evacuation of people who have lost their homes is considered, as 500
persons can be evacuated to Amir Kabir Square.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Map 3 Evacuation & Intervention
Source by Author

6. ACTION PLAN AND MITIGATION PLAN

After a disaster, response and mitigation measures should be implemented to minimize and prevent future damage. The building needs a good renovation and requires a maintenance plan every 6 months.
The place does not have a temporary storage to be used in times of crisis, so it requires to prepare anothersite to use it as a store. Security system, CCTV camera, and updated fire system with alarm, need to be implemented. A technician in reinforced glass fences should be appointed to remove it in times of crisis. In
addition, updating action plan every 8 months to monitor and track seismic activity, is highly recommended. To enhance communications among all partners, creating a network for communication is required by
preparing a telecom specialist list after holding several meetings (Table 3).
The best protection is to rehabilitate the building, use it to raise community awareness and hold relevant
activities for children where the facilitators will follow up later; one can exchange traditional knowledge ofthe local community and listen to their traditional techniques. In addition, training of specialists in mitigation and intervention should be undertaken. Promote construction and garbage policies by involving thecommunity in development plans and policies. Moreover, reducing trees, removing garbage, and developing the electricity system are essential. Professional training application for firefighters and civil defense
about intervention to save cultural heritage.
Development by EHRF has been collected, documented and digitized where possible. Consider improving
the risk assessment plan. The estimate for most of these procedures will be medium to very high and willtake approximately 6 months to a year (Table 4).

119

Tab. 3 Action Plan (Duration & Estimation)
Source by Author

S

Action Plan

Institutions

Duration

Estimation

1

Restoration

Historic Cairo -MOTA

1- 2 Years

Very High2

Consolidation

Historic Cairo

6 MonthsHigh

3

Move valuable elements

EHRF

1 MonthHigh-Medium

4

Securing (CCTV)

HC- NGOs

6 Months - Year

High

5

Fire System

EHRF- NGOs - HC

6 Months - Year

Very High

6

Seismic monitor

Cairo University

Each 6 Months

Medium7

Telecom list

Site Archeologists

2–3 WeeksLow

8Community Raise awarenessHC -EHRF

4–5 Months

Medium - Low

9

Rehabilitate

HC – M. of Culture

6 Months

Low

10

Improve Risk Assessment plan

EHRF -HC

4–5 Months

Low

11

toolkits

NGOs - JSPS

6 Months

Low

12

Firefighter training.

EHRF

6 Months - Year

Medium –Low

13

Data Digitizing

CULTUNA- EHRF

4–6 Months

Medium14

Remove Garbage

District

Month

Low

15

Move the trees away

M. Afforestation

2 Months

Low

16

Reinforced glass fences technician

Foustat-Center

5 DaysLow

17

Train specialists

EHRF -MOTA

3 Months

Medium -High

Tab. 4 Stakeholders Influence & Interest
Source by Author

120

Stakeholder

Interest

Influence

Ministry of Culture

Very-HighHigh

Ministry of Antiquates

High

V. High

Ministry of Endowments

Low

Low

Historic Cairo

V. High

Very-High

Civil defiance

High

Low

PoliceHigh

MediumNational Authority of Remote sensing

High

Low

NRIAG

High

Low

Aga Khan Foundation

High

High

Firefighting center

High

Low

Heritage specialty

V. High

V. High

National Organization for Urban Harmony

High

High

EHRF

V. High

V. High

American Research Center

High

High

USAID

High

MediumPublic Community

MediumHigh

Red Crescent

High

Low

2.12 Disaster Mitigation Management Eastern Mamluk Necropolis in Cairo: Sultan Barsbãy Hospice Case study

7. CONCLUSION

Cultural heritage is an important source because of the residual identity of the past and the significance itholds for the future. It could also serve as a sustainable and direct economic and social resources. In orderto implement an appropriate platform, coordination among various central government sectors at bothlevels of planning and implementation is essential, including ministries providing services to improve re-Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participantssilience, hence the management of emergencies following natural hazards is very complicated. This enables reducing risks by having a thorough analysis and to create a functioning risk mitigation plan.
By learning from other experiences, it may help reduce the impact of hazards if we are not sure how toprevent it. Because disasters occur from human negligence and not as a result of natural hazards, giving
opportunities to communities to participate in the various activities under multiple plans will open theway for professionals to learn and share their knowledge with those that could benefit from their experiences. Experience is a key component for optimizing different scenarios for applying the ideal mitigation
plan.

ACKNOWLEDGEMENTThe knowledge exchange program of the ITC contributed to improving my vision of the methods of consulting and leadership and facing the development of heritage sites and the preservation of the conditions of the urban fabric. The Japanese expertise in traditional heritage preservation was new for me tolearn, as well as knowing about new techniques to use traditional knowledge in Japanese society andsharing that with the local communities to preserve heritage was amazing. It can create multiple solutions
to foreseen issues that were pursued for years without results, which could give fruitful results in the future for my site as well.

References
1)
2)
3)
4)
5)
6)

7)
8)

https://whc.unesco.org/en/list/89
Hamza, Hani. “The northern cemetery of Cairo, p.2, 1998.
Al-Ibrashy, May. “Historic cemeteries component of the urban regeneration project for historic Cairo.”
Urban Regeneration report for Historic Cairo-UNESCO–World Heritage Centre, p.60, (2013).
Behrens, Doris. Islamic architecture in Cairo: An introduction. Vol. 3. Brill, pp.140,141, 1992.
www.ehrf-egypt.com
Bosher, L., Kim, D., Okubo, T., Chmutina, K., and R. Jigyasu, Dealing with multiple hazards and threatson cultural heritage sites: an assessment of 80 case studies. Disaster Prevention and Management: An
International Journal, pp.109,111, 2019.
Al-Ibrashy, Historic cemeteries, p.72.
Vidal, A. Almagro, A. Tandon, and R. Eppich. “First aid to Cultural Heritage. Training initiatives on rapid
documentation.” The International Archives of Photogrammetry, Remote Sensing and Spatial
Information Sciences 40.5 (2015): 13. (www.iccrom.org)

1212.13 Beiteddine Palace, Chouf - Lebanon– Conflict Based Disaster Scenario and a Proposed DRM Plan
Rana N. Dubeissy hD in Architecture, Assistant Prof at the Lebanese University
P
Safeguarding Cultural Heritage Specialist
Faculty of Architecture & Fine Arts, Furn Chebak, Beirut - Lebanone-mail: ranadbc@gmail.com

Fig. 1 Beiteddine Palace
Source: by the author

1. Introduction

This article presents a disaster risk management (DRM) plan for the Beiteddine Palace located in the Choufarea of Lebanon. This DRM plan was developed as part of the 16th International Training Course on

Disaster Risk Management for Cultural Heritage, Ritsumeikan University, and concluded in October 2022.
Beiteddine Palace (Fig. 1) is listed as a Historic monument under the authority of the General Directorateof Antiquities at the ministry of culture in Lebanon. The complex is unique in its architecture which mixes
European with Arabic styles, is lavish in details, and hosts three museums of antiquities and mosaics.
Beiteddine Palace lies on the ancient Roman Road and amid a network of ancient fortifications in the area.
Beiteddine Palace is also the presidential summer residence, where a part of it is renewed to host the president of the republic in summer. However, this was disrupted during the civil war that took place between
1974 till 1989. The palace witnessed many political and military events, specifically the historical rivalry between the Druz and the Christians in 1840 and the Israeli invasion in 1982. Beiteddine Palace symbolizes
the political appropriation of historic monuments and changing narratives. The palace is now popularwith visitors and scholars, and it holds public art festivals during the summer season.
- Brief background
Beiteddine Palace (Fig. 1) was built for thirty years, between 1788 and 1818, as the palace for the ottoman
assigned ruler of mount Lebanon, Emir Bashir II. The newly appointed Emir moved the capital from Dei El
Qamar, which was founded earlier by Emir Fakhredine II, to Beiteddine on the opposite hill, in fear of rebellion. The new Palace in Beiteddine was built over a hill overlooking Deir el Qamar, and above the ancient Roman road that connected the Lebanese coast with the Beqaa. The name Beiteddine translates as
House of Faith because the palace was built over an old Druze hermitage (Khalwa). It is important to notethat Emir Bashir II was the first Christian Maronite leader to rule mount Lebanon for half a century.
After the reign of Emir Bashir II, the ottomans used the palace for administration, and so did the French
during their mandate and they declared it a historic monument. In 1943, Lebanon’s first post-independence president declared the palace to be a presidential summer palace.
Beiteddine palace has renovated furniture, wooden decorated walls and ceilings, paintings, documents
and books, guns and swords, textiles and cloths, in addition to a collection of Roman Glass and Byzantine
mosaics. These items are exhibited in museums and the palace halls.
The Palace is situated in the Chouf mountains about 30 minutes’ drive from Beirut city. The Palace sits on ahill overlooking the Roman road in the valley that connected the Lebanese coast with the inland. In the vicinity of the palace, Emir Bashir built other palaces for his sons, the closest is the Emir Yousuf palace, which122

2.13 Beiteddine Palace, Chouf - Lebanon – Conflict Based Disaster Scenario and a Proposed DRM Planis currently used by the police as office.
During President Charles Helou’s mandate, 1964–1970, Beiteddine palace underwent restoration with attention to its historical and cultural value. These efforts were hindered from 1974, the start of the civil war.
In the eighties, there were some efforts to revive the palace, and again in the nineties when it was re-trieved by the DGA (General Directorate of Antiquities). Yet Lebanon moving from one disaster to another,and with an unprecedented economic crisis, cultural sector is falling victim and being compromised as apriority. This is clear when we study the vulnerabilities of the Palace, where the basic infrastructure is notavailable.

2. Values and Heritage Value of Beiteddine Palace

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Beiteddine Palace was the center of Emir Bashir’s reign. It was built on a strategic hill and designed by an
Italian architect. The Midan (outer most part of the Palace) plan has similarities with the blue mosque in
Istanbul. The stone finishing and details are mixed between Arabic and Italian styles. It was constructed by
local masons and craftsmen who used their best skills for the best outcome (Fig. 2).
The Palace still maintains its lavish wooden covered walls and ceilings, some of the furniture is remade. It
houses its original collection of paintings, textiles, cloths, guns, books and utensils. A collection of Roman
glass ware was added to the Ethnographic Museum, and mosaics discovered in Jiyyeh in the 1980 arehoused in a museum inside the palace.
The Beiteddine Palace is a living monument of a historical episode that laid the foundation of present-day
Lebanon. The Palace holds an important story, an essential part of the history of the conflict of Mount
Lebanon. This value and importance of this story lead to, more than once, the political appropriation of
the Beiteddine palace and efforts to shade its narrative. Today, the Palace is popular and frequently visitedfor its aesthetic architectural values, and for the objects it hosts. In addition, it is popular for the international art festival it hosts during the month of July.
Finally, the Beiteddine Palace, located in the village of Beiteddine, with the services and functions it presents, and its location within the village and ease of accessibility, has the capacity to reconnect with the social fabric of the area and play its role as an amalgam between different parts of the society. Heritage as
education, entertainment, and responsibility is cross-conflictual and it can be the corner stone for reconciliation.

Fig. 2 Examples of the heritage attribute of Beiteddine Palace
Source: by the author

3. Risk Analysis of Beiteddine Palace

Risk analysis identifies the interrelation between primary and secondary hazards, and how they may interact with the vulnerabilities of the cultural heritage exposing it to further various hazards.1) The vulnerabili-ties may be physical, social, economic, political and attitudinal. For the case of Beiteddine Palace, the risk
analysis starts with identifying the hazards and the threats, then it moves to identify the vulnerabilities of
the Palace. All of these lead to the cause / effect relationship and impacts on the values of the Palace.2)

The hazards and threats at Beiteddine Palace are divided between slow and catastrophic. The slow threats123and hazards would be: Lack of maintenance, neglect, lack of awareness, and lack of adequate regulations
to protect the palace and its heritage attributes. Lately we would add the pandemic to the slow threats

especially after the Covid 19 experience which directly affected heritage sites and posed itself as a serious
threat. On the other hand, the catastrophic hazards and threats at Beiteddine palace would be:

Earthquake, (especially that the latest earthquake hit the area in 1954), wild fires (The palace is surrounded

by a forest of old trees), then hazards related to conflict and historical rivalry such as looting, vandalism,
and terrorism.
Keeping in mind that the palace is around 200 years old, and suffered vandalism and looting acts andmore than one earthquake, it did receive restoration and preservation, but it still lacks basic measures toguarantee its safeguarding. Below are the Vulnerabilities that jeopardize the Beiteddine Palace in Case ofslow or catastrophic hazards / threats.
- The physical vulnerabilities are sometimes obvious to the naked eye: water leakage inside theEthnographic Museum and in many parts of the palace and the storages, lack of security alarms andsurveillance systems, lack of electricity and internet, and the lack of firefighting system to protect thecomplex in case of fire.
- The social vulnerabilities are represented mainly in the lack of relation between the surrounding
community with the palace, and this is mainly due to the political history of the palace and the political appropriation it has witnessed, which has created a conflict of the identity of the Beiteddine
Palace between the Druz and the Christians of mount Lebanon, and fueled the rivalry. In addition,
being the presidential summer palace in summer, Beiteddine Palace has heavy security around andinside the palace, this adds yet another layer of separation between the palace and the surrounding
community. These social vulnerabilities are leading to more vulnerabilities such as lack of interest ofNGOs to participate in the Palace activities or work at the palace for promoting cultural heritage,
avoiding any political / religious stigma. In addition to all the above, the young generation is not interested in cultural heritage in general.
- The economic vulnerabilities play a major role in exposing the Palace in case of slow or catastrophic
hazards /threats. Lebanon is facing an unprecedented economic contraction where the Lebanese
Lira has lost around thirty times its value, and in the absence of tight security, this puts cultural objects in the danger of organized crimes of theft and looting. Also, under the economic pressure, protecting cultural heritage falls to the bottom of the priorities list. The surrounding community loses
the chance of benefiting of the Palace to improve their livelihood. Add to that the lack of sustainableeconomic plans that gives cultural heritage its position as an economic leverage to the community.
And many jobs that depend on the palace as a touristic attraction are lost, or being filled according
to political preference instead of merits.
- The institutional vulnerabilities are increasing among the current situation where governmental institutions are lacking their main capacities. The DGA (General Directorate of Antiquities) at the ministry of Culture are the guardian of the cultural heritage and antiquities in Lebanon, and currently they
have lost big number of their skilled experts who left the country in search of better working conditions abroad. The DGA is striving with minimum number of staff and almost minimum funds which
is jeopardizing completion of their work. In addition to that, it is important to note that in Lebanon,
due to the political regimes since the civil war, institutional positions and jobs are politicized and are
not merit based. It is common to find incompetent staff with responsibility, in cultural sector andother sectors as well. This further hinders the capacity of the institutions and limits their work. Also,
within the institutional vulnerability is that Universities and schools in Lebanon do not include
Cultural Heritage into their curriculum, which is producing a knowledge disconnected to its geography, history and cultural identity, and this is widening the gap between communities in Lebanon in-124

2.13 Beiteddine Palace, Chouf - Lebanon – Conflict Based Disaster Scenario and a Proposed DRM Plan

stead of presenting a common ground.

- The attitudinal vulnerabilities form a thick cushion against protecting cultural heritage. One of themain vulnerabilities in this category is the general attitude that hazards and threats are natural andunstoppable, the disbelief that people are totally helpless in front of emergency situations.

Therefore, vulnerabilities are not taken seriously from the community, who believes that: “what willbe, will be”. Also, due to lack of awareness, visitors to the palace are satisfied with the scenery andare not interested in the stories behind the tangible heritage and its cultural value. The responsible
institutions at the Palace do not put extra effort to promote the heritage attributes of the palace tothe public, nor they take any effort pushing with policy makers to enact legal measures to protect
cultural heritage.

4. Worst Case Scenario for Beiteddine Palace

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

The worst-case scenario for the Beiteddine Palace is a conflict-based scenario. It reflects the political rivalry
that is still burning and leading to further conflicts and disasters. (Fig. 3)
During the month of July of 2022, during the Beiteddine art festivals, which are held in the main piazza(Midan) of the Beiteddine palace, the Lebanese Diva “Fairuz” holds a concert for the first time for 15 years.
This concert is very popular among Lebanese people, and it is expected to have a wide group of politicians and diplomats in the front seats. Beiteddine Palace has a number of authorities: The DGA (theGeneral Directorate of antiquities), The Lebanese Armed Forces LAF, The Internal Security Forces,
Embassies Security Forces, and the presidential Guard.
It is important to note that the archeological storage and the museum of Ethnography, and the exhibitionof the paintings and the old books are next to the main piazza, at the right of the Midan.
During the concert, a young lady approaches a diplomat in the front seat and shoots him. This createschaos with shooting back and forth from the back seats towards the front. The museum and storages’
glass are broken and looting maybe be possible at this situation. As a result to this situation, chaos overwhelms and the audience is at risk, there is a threat of loss of lives. The exhibition on Ground floor whichhosts the paintings and the books is exposed, the storages on Ground Floor are exposed, the Ethnography
Museum on first floor is exposed. The exchange of fire poses a risk of fire as a secondary hazard.

Shooting the diplomat

Museum of Archeology
and Ethnography

Storage of Archeology

Souvenirs
boutique

Police Check point(embassies security)

Stage
Gardens

Main Entrance,
Army check
point
Audience
GardensFig.3worst
The worst
casescenario
scenario at at
Beiteddine
Palace Palace
Fig. 3 The
case
Beiteddine
Source: by the author
Source: by the author

5. Stakeholders Analysis for Beiteddine Palaceiii

125

5. Stakeholders Analysis for Beiteddine Palace3)

The stakeholder’s analysis enables awareness of the respective interests and interrelationships enabling abetter understanding of the respective interests and power relations between all stakeholders and actors.
(Fig. 4)

A Comprehensive mapping and stakeholder analysis for Beiteddine Palace uncovers the interrelations andplayers of different interests. It leads to three groups of stakeholders:Museum of Archeology
Shooting the diplomat

and Ethnography

1- T he Government authority (ministry of culture, DGA, members of Parliament -Policy Makers, LAF,
of Archeology
Interpol and police department, in addition to the Ministry of education, ministryStorageof Tourism,
Municipality, the civil defense and the Red Cross),
Souvenirs
2- T he Civil Society and the local community (Local Community, Religious community, Orderof engiboutiqueneers, Private schools and Universities, Businesses and entrepreneurial sector, Local heritage andarts professionals, private Cultural institutions, and NGOs),
Police Check point
3- T he international Assistance for Cultural Heritage First Aid (International Cultural
Entities,(embassies
security)
International first aiders for Culture, embassies and INGOs).
Main Entrance,

The level of influence of each of these players is assessed, as well as the relations between Armyeachcheckother.
Stage

1- Ministry of Culture Gardens
2- DGA
3- Members of Parliament (Policy
making)4- Lebanese Armed Forces
5- Interpol & Police Department

point

Audience
Gardens

Fig.3
worst case scenario
at Beiteddine Palace
1- TheInternational
Cultural
Source: by the author

Entities
2- International Cultural First
Aiders
3- Embassies
4- INGOs

5. Stakeholders Analysis for Beiteddine Palaceiii

1- Ministry of Tourism
2- Ministry of Education
3- Municipality

12345-The stakeholder’s analysis enables awareness of the respective interests and interrelationships
enabling a better understanding of the respective interests and power relations between all
stakeholders and actors. (Fig.4)

1- Civil Defense (Fire Brigade)

A Comprehensive mapping and stakeholder analysis for Beiteddine Palace uncovers the2- Red Cross
interrelations and players of different interests. It leads to three groups of stakeholders:
1- The Government authority (ministry of culture, DGA, members of Parliament BEITEDINE PALACE
Policy Makers, LAF, Interpol and police department, in addition to the Ministry ofeducation, ministry of Tourism, Municipality, the civil defense and the Red Cross),
2- The Civil Society and the local community (Local Community, Religious
community, Order of engineers, Private schools and Universities, Businesses andentrepreneurial sector, Local heritage and arts professionals, private Cultural
institutions, and NGOs),
3- The international Assistance for Cultural Heritage First Aid (International
Cultural Entities, International first aiders for Culture, embassies and INGOs).

Local Community
Religious Community
Order of Engineers
Private Schools & Universities
1- Private CulturalBusiness and entrepreneurial
The level of influence of eachInstitutionsof these players is assessed, as well as the relations between
sector
2- NGOseach other.
6- Local Heritage & Arts
professionals

Government
Authority
Civil Society&
local
Community
International
Assistancefor Cultural
Heritage
First Aid
Weak
Relation
Moderate
Relation
StrongRelation
Low
Influence
MediumInfluenceHigh
Influence

Fig.4, Stakeholder analysis at Beiteddine Palace
Source: by the author

Fig. 4 Stakeholder analysis at Beiteddine Palace
4
Source: by the author

6. Mitigation Measures that might Reduce the Effect of the Hazard
risks can be Measures
prevented or mitigatedpreventingReduce
hazards, mitigating
the impact ofof hazards,
reducing the
6.Disaster
Mitigation
thatbymight
the Effectthe Hazard
vulnerability of the property and its environs, and training the staff in self-protection strategies. The mitigation efforts

aim at reducing
of belivesprevented
and reducing theof disastercultural heritage,hazards,
and taking mitigating
action in the time
frame
Disasterrisksloss
canorimpact
mitigatedbyonpreventing
theimpact of hazards, rebefore the disaster reduces post-event damage to lives and property. iv
ducingthevulnerabilityof the property
andtoits
environs,
and impacts
training
staff in self-protection
strategies.
Mitigation
measurescan be introduced
as interventions
reducethe negativeon thethe monument
and itssurrounding and save the people and their lively hoods when possible
The
mitigation
effortsaim
atreducing
loss
of
lives
and
reducing
theimpactofdisasteroncultural
heriThe Mitigation measures proposed at Beiteddine palace are divided into five categories: Strategic Measures, Management

126

and Monitoring Measures, Technical Measures (non-structural), Awareness and Education Measures, Policies andFrameworks measures.
The mitigation measures can be on a strategic level where the state or the province are the main actors. They can also be
management and monitoring measures where the municipality or the direct institution are main actors. Mitigation
measures can be technical, such as fixing door locks of the museum and storages or strengthen the walls and ceilings
against water leakage etc. Yet what is most important and severely needed is the awareness and education mitigation
measure that can help resolve the historic rivalry and diffuse the conflict between parties and appreciate the heritage

2.13 Beiteddine Palace, Chouf - Lebanon – Conflict Based Disaster Scenario and a Proposed DRM Plan

tage, and taking action in the time frame before the disaster reduces post-event damage to lives andproperty.4)

Mitigation measures can be introduced as interventions to reduce the negative impacts on the monument and its surrounding and save the people and their lively hoods when possible.

The Mitigation measures proposed at Beiteddine palace are divided into five categories: Strategic

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Measures, Management and Monitoring Measures, Technical Measures (non-structural), Awareness andEducation Measures, Policies and Frameworks measures.
The mitigation measures can be on a strategic level where the state or the province are the main actors.
They can also be management and monitoring measures where the municipality or the direct institution
are main actors. Mitigation measures can be technical, such as fixing door locks of the museum and storages or strengthen the walls and ceilings against water leakage etc. Yet what is most important and severely needed is the awareness and education mitigation measure that can help resolve the historic rivalry
and diffuse the conflict between parties and appreciate the heritage attributes for reconciliation and as
economic leverage.
It is important to note that during the failure of government Lebanon is facing and the unprecedented
economic crisis, the institutions are facing huge challenges by losing their skilled employees, who areleaving the country. In addition to lack of funds and deterioration of security measures.5)
Last but not least are the policies and framework measures that are taken on a governmental level and reflect the state policy towards protecting heritage and saving the story of the monument and the intangible heritage of the community.

- Strategic Measures:
1. Setting a comprehensive DRM plan for the palace. This measure would be at the scale of the state,
and it includes stakeholders such as the DGA (ministry of culture), the Palace management and staff,
Red Cross, Civil defense, LAF (Lebanese armed forces), Municipality, Local community, police department, and other culture affiliated NGOs in the area. Setting a DRM plan for the complex should becompleted within 3–6 months and has a medium estimated cost. It will mitigate effects of earthquake,
Fire, Flood, Terrorism, Vandalism and Theft.
-	Management & Monitoring Measure:	This measure is at the scale of the Ministry of Culture and DGA, and it can include in addition to the DGA
some NGOs culture affiliated and an international assistance for expertise and funding when necessary. It
would take a month to two months per storage, and has a medium cost. This measure will reduce effectof theft and Vandalism, and help for first aid in times of emergency.
These measures include the following:
1. Update and digitise the Inventory of the storages: some of the archeological storages in Lebanon has
no complete inventory, and the available inventories are not updated.
2. P rioritize Objects: In times of emergency, it is essential to have a list of priority object for evacuationand salvage actions to be completed by the first aiders.
-	Technical Measures:	This measure is at the level of the ministry of culture and the DGA, and it can include other stakeholders
such as specialized NGOs and international INGOs in addition to the LAF. The technical measures proposed can take from 15 days to 3 months to be completed and aim at strengthening the security and accessibility of the complex.
1. S
 trengthen all doors and windows: check on the hinges and the locks of the doors to guarantee safety.
2. S
 tabilize all items on Display: in the museum, some items can fall down in case of an earthquake andare in need of stabilizing.
3. I nstall Security alarms, Surveillance systems, and firefighting systems: these measures help in reducing the impact of disasters, and can help hinder the disaster.

127

-	Awareness and Education Measures:	Awareness plays a major role in mitigating impacts on cultural heritage, and it is on a wide scale in thecommunity. It reduces the disconnection from heritage and prevents the loss of cultural heritage. The
stakeholders are the DGA, ministry of tourism, ministry of education, municipality, NGOs and volunteers.

1. Capacity Building: training volunteers (university students and community members) on the values ofcultural heritage and how to save it. Getting them involved in cultural activities that can be a leveragefor the livelihoods.
2. P romote Cultural Heritage: using social media as a platform to promote the heritage attributes andcommunicate with the young community on heritage related activities…
-	Policies & Frameworks Measures:	Policies and frameworks are taken at the state level. They are implemented by the ministry of culture andthe DGA. They would target the loss of heritage, organized theft crimes of archeological objects, anddemolition of built heritage. The time frame for this measure can take about 2 to 5 years and will have ahigh cost. The stakeholders are the parliament, the Cabinet, ministry of Culture, Cultural Heritage activists, Right holders, local community, heritage professionals and architects…
1. I nclude Cultural Heritage in the schools and university curricula: to avoid loss of heritage and createawareness at the young generation, and pave the way for a national reconciliation.
2. U
 pdate Cultural heritage law: the current law is 100 years old and has many gaps, it needs to be revised.
3. C reate a Built heritage Department within the Ministry of Culture: Currently, the DGA is the responsible for archeology, monument and old cities. It is needed to create a Directorate for the old cities andthe built heritage in order to set plans for mitigating disasters, and plans for preservation and adaptive
reuse.

7. Emergency Preparedness Measures and Response Plan

Emergency disaster preparedness refers to measures taken to prepare for and reduce the effects of disasters. Yet these measures are related to the institutions hosting the cultural heritage, which are rather currently weak in Lebanon due to the continuous conflict and the degradation it caused during the past 45
years. The proposed emergency preparedness measures and Response plan for Beiteddine Palace includes
a multidisciplinary First Aid Team for cultural Heritage that includes members from: 1-Independent WorksRegiment (IWR) in the Lebanese Armed Forces (LAF), 2- civil defense (fire brigade), 3- Red Cross, 4- DGA
staff, and 5- cultural institutions staff and trained volunteers. The table below shows the hierarchy bywhich the IWR receives order from the army commander directly and therefore saves a long line of bureaucracy, and it can be operational immediately after the disaster. And together with the multidisciplinary group they divide the tasks to evacuate the storage and museums and salvage any damaged objects. Note that the disaster management authority in Lebanon is currently disabled.
The Emergency Response Plan:
The scenario proposed in this case study is a conflict-based hazard, where a diplomat is assassinatedduring a cultural event in the palace. Unresolved conflicts leading to deteriorated state institutions directly
jeopardizes cultural heritage, because it falls to the bottom of the priority list (Fig. 5).
It is essential at such times to create awareness among different sectors for first aid to cultural heritage, bytraining multidisciplinary team on evacuation and salvation of cultural property, and on recovery processes. Also, documentation is essential to keep records in case of losing the monuments or the objects. The
ultimate value of the cultural heritage lies in the stories it holds and the people’s relation to it, which istechnically the intangible heritage, which is vital to protect and preserve. Cultural heritage should not be a
victim of conflicts.

1282.13 Beiteddine Palace, Chouf - Lebanon – Conflict Based Disaster Scenario and a Proposed DRM Plan

The First aid plan would follow these four steps (Short term recovery measures) (Fig. 6):
1- E
 vacuate the diplomats and the politicians through the secret path that already exists in the palaceto the rear exit.

2- E vacuate all audience through the adjacent gardens and then to adjacent safe piazza distant fromthe incident location.
3- T he multidisciplinary group (IWR, red cross, civil defense, archeologists, architects, etc..) divide roles
and tasks.
4- evacuate and salvage objects for the storage and the museum and put objects in the nearby
Curator House on the third floor, triage, wrap objects, inventory put in safe boxes and move to thenational museum in Beirut under the surveillance of the IWR in the LAF.

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 5 Diagram of Chain command during an emergency in Lebanon, and Task division
Source: by the author

129

Fig. 6 Implementing the Emergency Plan at the Beiteddine Palace
Source: by the author

130

2.13 Beiteddine Palace, Chouf - Lebanon – Conflict Based Disaster Scenario and a Proposed DRM Plan

8. Recovery Plan for Beiteddine Palace

The recovery planning requires clear recovery framework in order to ensure that the disaster is managed
effectively, to minimize the risks of further damage to the site or the monument during uncoordinated recovery actions. It is important to train the staff to implement the process of bringing back the site into
normal operation.6)

Proposed short term measures and actions were conducted during the first aid plan.
Medium and long-term actions for planning for recovery include the following: 1) Conduct detailed damage assessments of the building and collections; 2) Monitor and review the risks; 3) Monitor and review information sources; 4) Periodically review the DRM Plan based on the effectiveness of the plan and in lightof the experience of any emergencies; 5) Continuously develop and engage in staff training and capacity
building for DRM and emergency situations; and 6) Continuously engage with stakeholders, communityand volunteers.
Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

9. Conclusion

Protecting and safeguarding cultural heritage is a complex process, yet formulating a DRM plan is a very
good opportunity to study and assess the sites and their challenges. A DRM plan is an opportunity to identify and assess the threats / hazards associated with the disasters at a specific site. The DRM plan for
Beiteddine Palace was formulated with attention to the conflict hazards as well as the climate related hazards, therefore it is hoped that it will be implemented to preserve the palace and the heritage attribute it
hosts. In addition to the heritage attributes, preserving cultural heritage contributes to the sustainableeconomy of the Lebanese community in the future.
The implementing of a DRM plan at the Beiteddine Palace can be utilized as a model for other heritage
sites and museums to follow for the development of DRM plans and the dissemination of the knowledge
to preserve Cultural Heritage for the future.

Acknowledgment

My sincere thanks to the UNESCO Chair Program on Cultural Heritage and Risk Management and the ITC
R-DMUCH team for a great learning opportunity. It definitely widened my horizon to better understandthe Risks to Cultural Heritage and the process of mitigation. Special Thanks to Rohit Jigyasu, Dowon Kim
for the focus and following up the learning process, thanks to Elke Selter for the excellent mentoring andguidance throughout the program. Big thanks to Lata Shakya for the patience and the dedication. Finally,
deep appreciation and thanks to Prof. Mounir Atallah for sharing his knowledge and experience on
Beiteddine Palace and cultural heritage.

References and Bibliography
1)
2)
3)
4)
5)
6)

ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook
ICOMOS: The Nara Document on Authenticity, 1994, http://www.icomos.org/charters/nara-e.pdf,
accessed 18 April 2018
Bosher L.S. & Chmutina K. (2017). Disaster Risk Reduction for the Built Environment, Chapter 1 and 2,
Wiley, London ISBN: 978-1-118-92149-4
ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook
ICOM: Code of Ethics for Museums, 2017, https://icom.museum/wp-content/uploads/2018/07/ICOMcode-En-web.pdf, accessed 7 November 2021.
ICCROM, First Aid to Cultural Heritage in Times of Crisis Handbook131

2.14 Disaster Risk Management Plan of Changu Narayan Temple

Suraj Gautam

 esearch Associate, Institute of Himalayan Risk ReductionR
e-mail: ersurajgautam@gmail.com
suraj@inhrr.org

1. Introducing Changu Narayan Temple(1) Historical and Geographical Setting
The Changu Narayan Temple is one ofthe oldest temples in the history of
Nepal with enormous historical, cultural, architectural, artistic and socio-religious value. It is located on ahigh hilltop in the Changunarayan
Municipality of Bhaktapur District. It issaid to have been built by King Hari
Datta Verma in 325 A.D1). The oldest

dated inscription (concerning King
Mandev and his mother Queen
Fig. 1 Location Map of Changu Narayan Temple Complex
Rajyavati) in the valley written in
Source: Suraj Gautam
Sanskrit in the Gupta script is written
as 383, and corresponds to 464 AD2). At the front of the temple, there is a beautiful statue of Garuda datingback to 5th century Lichhavi period. Similarly, the courtyard of this heritage has number of temples, sculptures and statues of gods with intricate carving in stones and woods accomplished between the 5th to12th centuries, thereby making it the highest concentration of ancient art in Nepal. Changunarayan is a
two-story pagoda-style temple dedicated to Lord Vishnu and was re-constructed in 1702 after the old one
was gutted by fire. Hindus worship Lord Vishnu residing on the hill as Garuda Narayan while Buddhist
identify Changu Narayan with Avalokitesvara, the Bodhisattva of Compassion.
The temple is adorned by some of the best artistic sublimes of stone, wood, and metal-craft in the valley.
The temple stands as the epitome of culture, religion, history and faith of the Kathmandu valley. The temple was listed as a UNESCO World Heritage Site in the year 1979. The Outstanding Universal Value (OUV)
for the Changunarayan Temple is given by the three criterion:
Criterion (iii): The monument ensembles represent an exceptional testimony to the traditional civilizationof the Kathmandu Valley. The cultural traditions of the multi ethnic people who settled in this remote
Himalayan valley over the past two millennia, referred to as the Newars, is manifested in the unique urban
society which boasts of one of the most highly developed craftsmanship of brick, stone, timber andbronze in the world. The coexistence and amalgamation of Hinduism and Buddhism with animist rituals
and Tantrism is considered unique.
Criterion (iv): The property is comprised of exceptional architectural typologies, ensembles and urban
fabric illustrating the highly developed culture of the Valley.
Criterion (vi): The property is tangibly associated with the unique coexistence and amalgamation of
Hinduism and Buddhism with animist rituals and Tantrism. The symbolic and artistic values are manifested
in the ornamentation of the buildings, the urban structure and often the surrounding natural environment, which are closely associated with legends, rituals and festivals.

2. Changu Narayan Values and Benefits

The Changunarayan temple complex consists of following elements as shown in Figure 2.

132

2.14 Disaster Risk Management Plan of Changu Narayan Temple

The pictorial representation of overall heritage el-ements and sculptures found in the Changu
Narayan temple complex is represented by Figure
3 and Figure 4 respectively.

As per the information from the Ticket Counter,Fig. 2 Heritage Elements in Changu Narayan Temple Complex
Source: Digitized by Suraj Gautam

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

the maximum number of visits by the tourists isseen during the months of August to December,especially in the month of November, there arehuge number of visitors. The major festivals during
which the heritage is crowded is Char NarayanMela, Haripurna Ekadashi, Salinadi Mela, Holi
Purnima, Krishna Astami, Naag Panchami. Some of
the major celebrations carried out inChangunarayan temple are summarized in Table 1:

Fig. 3 Heritage Elements in Changu Narayan Temple Complex
Source: Photo Click by Suraj Gautam

Fig. 4 Sculptures in Changu Narayan Temple Complex
Source: Photo Click by Suraj Gautam
Tab. 1 Major Celebrations in Changu Narayan Temple
Source: Key Informant Interview with Priests of the Temple
Name

Month of Celebration

Narayan, Mahadeva and Chinnamasta Jatra

Baisakh (Apr/May)

Kusmanda Nawami

Kartik (Oct/Nov)

Mahasnan

Mangshir (Nov/Dec)

Kalash Jatra

Shrawan (Jul/Aug)

Haribodhani Ekadashi

Kartik (Oct/Nov)

Banshagopal Jatra

Falgun (Feb/Mar)133

3. Stakeholder Analysis

There is a Changunarayan Development Committee and Guthi who looks after the maintenance of theheritage. The Chief Priest (Main Pujari) performs daily rituals within the temple; one in the morning as“Nitya Puja” and other in the evening as “Aarti”. Besides priest, the Bhadel Community are considered tobe the Caretakers of the temple. Only males from Bhadel community are allowed to enter inside the tem-ple. They assist the Chief Priest and manage all the necessary items needed for Nitya Puja, Aarti and otherrituals in the temple. The Bhadel community families interchange the place and take care of the temple
according to their turns on a certain basis. Besides the Caretakers, there are two security forces assigned,
one outside the heritage and one inside the temple area. Since Changunarayan falls under one of the
UNESCO World Heritage Site, the Department of Archaeology (DoA) monitors and carries out surveillanceover the heritage. There cannot be any activities conducted without the prior approval or permission fromthe DoA. The relevant officials from DoA visits the heritage area on a regular basis. The heritage area lies in
the ward no 4 of Changunarayan Municipality.

4. Risk Analysis

For the identification of hazards in
the Changunarayan Temple, theLocal Disaster and Climate Resilience
Plan (LDCRP) of the ward number 4of Changunarayan municipality was
explored. Further, the Risk Sensitive
Land Use Plan (RSLUP)3) of Changu

Narayan Municipality was also studied. The LDCRP report identified the
major hazards in the ward as
Earthquake, Flood, Landslide, Soil
Fig. 5 Hazard Analysis Matrix
Erosion, Drought, Hailstorm. There
Source: Discussion with the Priest and CDC
are cases of illegal sand and soil
mining goes on unchecked in the western part of the Changu temple. Discussion with the priests,
Changunarayan Development Committee, Guthi, representative from Bhadel Community was carried out
to develop the Hazard Analysis matrix as shown in Figure 5.
Nepal is located at the boundary between Indian and Tibetan tectonic plates and therefore lies in a seismically active region4). Hence, Earthquake, is one of the constant threats to the Changunarayan temple. Overthe seismic gap of 80 years, there are number of earthquake events recorded, the majority of the damages
are found to be triggered by these earthquakes. Further, there has been a major case of fire of 1702, which
destroyed the entire temple and it was rebuilt. Hence, the complex is also prone to the fire. The
Changunarayan temple is located at the top hill and there are only staircase ways that leads to the complex. Thus, in case of any fire, fire trucks can’t reach to the temple.
Besides, there are cases of Illegal mining of sand and soil from Manohara River resulting into the cases ofsoil erosion and landslides. With the earthquake and tremors around, such areas are prone to earthquake
induced landslide. Similarly, during the chaos situation of earthquake, there are high chances of theft ofstatues. Further, the droppings of birds, feathers, vegetations are also some of the associated secondary
hazards to the heritage site. The relation between hazards, vulnerabilities and risks can also be assessed
through the arrow diagrams as shown in Figure 6 and Figure 7.

134

2.14 Disaster Risk Management Plan of Changu Narayan Temple

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

Fig. 6 Example of risk analysis for Changu Narayan temple, interconnecting hazards with vulnerabilities and risk/impacts.
Source: Suraj Gautam

Fig. 7 Dimension of Vulnerabilities
Source: Suraj Gautam

5. Worst Scenario

On the day of Saturday while people are celebrating a festival of Mahasnan, an earthquake similar to or
greater than the magnitude and Intensity of Gorkha Earthquake (Saturday) shakes the Changu Narayan
area in the month of November. The large number of people gathered in the temple to perform Pooja andalso celebrate festival. The earthquake resulted in the cracking of the walls of the temple, breaking of
struts, collapsing of the wooden roof a d damaging of the Sattals nearby. Among the three staircase-ways
leading the way to the temple, one of the staircase on the North collapsed completely. The houses nearby
Changunarayan temple complex also suffered complete collapse resulting in the blockage of the streets.
Similarly, the main entrance gate on the East side is also completely blocked due to the debris accumulation. Due to the chaos of the earthquake and its tremor, the visitors threw away the oil lamps, candles andlightings nearby the worshipping area to escape and evacuate; which resulted in the triggering of the fire.
Within 15 to 30 minutes, the oil-lamps and candles resulted into the spreading of fire in the Dhwoja andwooden components of the temples. Due to the only staircase accesses from three sides into the temple,135

it was not possible to bringin firefighting trucks. The
unavailability of fire extinguishers and fire hydrants

made the situation muchworse. The areas near thefoothills were fragile due tothe illegal mining of sandand soil. The earthquake
triggered failures on thesurrounding slopes of thetemple thereby resulting in
the cracks activating at thefoothills. The situation became much worse and thus
Fig. 8 Worst Case Scenario in Changunarayan
the priority of lives matSource: Digitized by Suraj Gautam
tered the most over the
heritage elements. As a result, there were no units securing the heritage elements. To make the situationmuch worse, few people started stealing some of the movable heritage elements as shown in Figure 8.
The socio-economic aspect in the community is also affected. On an average, around 60 tourists used tovisit the temple on a daily basis. Further, the locals around the heritage are also dependent on economic
activities such as selling thangka, paintings, masks, dolls and pashmina clothes, handicraft. The earthquake
resulted in the collapse of the local economy with the reduced or minimal number of visitors visiting thetemple and severe decrease in touristic flow. In addition to it, the greatest threat to OUV and attributes of
OUV in the Changu Narayan Monument Zone is the loss of traditional housing in its ancient settlement.

6. Disaster risk Management Measuresi) Disaster Mitigation Measures:

Tab. 2 Disaster Mitigation Measures identified for the heritage complex
Source: Suraj Gautam

Description of various Options

136

Scale ofIntervention

Hazards or vulnerabilities
reducedStakeholders

Duration of
implementation

Cost

Mainstreaming provisions of DRM in
heritage buildings

Regional

Identified hazards, connect
institutions

Policy Makers,
Government, Guthi

Long

Installation of Fire Management
Systems & Simulation

Site Levelsite for fire extinguishers,
detections, alarm

CDC, Guthi, APF,
Fire Department

Short to Medium Medium

SOP with clear roles of stakeholders
on DRM of cultural heritage

National,
Provincial,
Site Level

Any Hazards

Guthi, DOA
Stakeholders

Short to Medium Low

Completion of Re-construction of all
the elements as early as possible

Temple / Site Level

Accidents, Earthquake

DoA, CDC, Guthi,
Contractors

Short

High

Slope stabilization through hybrid
solutions including NbS

Temple / Site Level

Accidental Hazards, Soil
Erosion, Landslides

DOA, CDC, Guthi,
Contractors

Short

High

Medium2.14 Disaster Risk Management Plan of Changu Narayan Templeii) Emergency preparedness & Response Strategy

Tab. 3 Disaster Mitigation Measures identified for the heritage complex
Source: Suraj Gautam

SN

Activities

Stakeholders
Priests, CDC, Guthi, DoA

2

Developing an Emergency Response chain of command and establish coordination mechanismwith the stakeholders

Priests, CDC, DoA Guthi, LG, firebrigade, DoA

3

Assign, orient and train the APF security force for SAR and assign focal points of Guthi & CDC totake the support immediate handling of evacuation site, temporary structures like Shoring forPriest, CDC, Guthi, DoA, Municipality
stabilizing, CGI Sheets, tarpaulin plastics, tent and materials for the storage of heritage elements.

4

Prepare and develop Rapid Damage and Risk Assessment forms for the Changunarayan Heritage CDC, Guthi, DoA, Municipality

5

List of emergency supplies, equipment, First Aid list of multidisciplinary professionals forsituational awareness, condition assessment of the heritage elements.

CDC, Guthi, Municipality

6

Liaise, coordinate and plan safety assessments to identify the priorities for securing andstabilizing heritage elements like temple struts, building blocks, sculptures,

DOA, Guthi, CDCiii) Recovery Strategy

Outline of Disaster Risk Management Plans for Case Study Projects by ITC 2022 Participants

1

Inventory Management, Physical Assessment and Identification of the status of heritage
elements and sculptures and its immediate surrounding structure

Tab. 4 Recovery Strategies identified for the heritage complex
Source: Suraj Gautam

SN

Measures

Stakeholders

1

Site Clearance, Shoring and Support for the continuation of worshipping at the premises

Priest, CDC
Bhadel Community

2

Detail Damage Assessment (DDA), Investigation of the heritage Elements and Sit-Report Report

Municipality Engineers, Fire Experts,
DoA, Locals, NDRRMA

3

Storing, Cataloguing and Marking of the heritage elements / Providing stickers

Municipality Engineers, DoA, Bhadel
Community

4

Look for Matching/ Recovery Funds or Grants

DoA, NDRRMA, Municipality

5

Cleaning, Community Consultation, Documenting and finalization of reconstruction plan

DoA, NDRRMA, Municipal Engineers,
Skilled Manpower

6

Facilitating the provisions for the reconstruction through tendering, procurement of Nepali
timber of required size

Municipality, DoA

7

Repairing of metal, stone and wood Carvings, carvings and rebuilding the structures

CDC, Bhadel Community
Volunteers

8

Making the availability of skilled craftsman, technical experts from the available roster for
supervision

CDC, DoA, Municipality

7. Conclusion and Outlook

This paper highlighted the necessity of DRM plan at the Changunarayan temple complex to anticipate
and reduce the effect of future hazards. The complex recently suffered from the Gorkha Earthquake 2015and has undergone reconstruction. For the sustainability and implementation of DRM plan, following
components are to be considered:i.	Institutional Coordination: Among the local stakeholders like Guthi, CDC, municipality, DoA, for
the implementation of DRM plan in all the cycles (preparedness to recovery).
ii.	Monitoring & Installation of Fire Management System: As the complex is in the top hill and fire engine might be difficult to reach to the top due to staircase ways, proper fire monitoring systemshould be kept in place. Further, the rainfall monitoring, illegal mining, CCTV surveillance should
be strengthened.
iii.	The DRM plan needs to be implemented and updated on a regular basis for the sustainable management.
iv.	Documentation of the indigenous technologies and reconstruction practices should be made.
7.1 Pilot Project, ALERT CHANGU (Adoption of Local/Indigenous practices for Emergency Preparedness,
Response and Recovery through Technologies in Changu Narayan Temple Complex). Under this project,137few short-term activities are planned which includes:

Risk Mitigation / Preparedness: Digitization of the inventories through Frontier technologies like UAV in
the generation of high-resolution images. Exploration of Assembly points and Open spaces for the evacuation. Preparing Map Books for the Heritage Complex.

Emergency Response: Identification of the Emergency Response Team (ERT) together with APF, prepara-tion of the questionnaires for the Physical Assessment of each element of the heritage, conducting response drills relevant to the worst-case scenario.
Recovery: Sharing of reconstruction practices from Gorkha Earthquake, documentation of the skills on thedevelopment of Sattals and other heritage elements through videos

Acknowledgements

Firstly, I’d like to thank the organizers for providing me such a wonderful opportunity to join thisInternational Training Course (ITC) on Disaster Risk Management of Cultural Heritage 2022 Ritsumeikan
University (R-DMUCH) in collaboration with ICCROM. I’d like to express my sincere appreciation to the
Changu Narayan Development Committee, especially the main priest of the temple Chakra Dharananda
Raj Upadhyaya, for his kindness in sharing with me valuable information, data, and insights. I also thankmy family and my organization, Institute of Himalayan Risk Reduction for allowing me time to undergo
the training with ease. In addition, I would like to thank the organizers, speakers and resource persons of
the ICCROM and the UNESCO Chair Programme on Cultural Heritage and Risk Management ITC R-DMUCH
team, especially to Ms. Elke Selter for guiding and mentoring me with the insights of Cultural Heritage.

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2)
3)

4)

138

Subba, V., Jenkins, M., Selter, E. (2006). Changu Narayan: Cultural portrait handbook 7. Kathmandu:
UNESCO (https://unesdoc.unesco.org/ark:/48223/pf0000151757
Riccardi, T. (1989). The Inscription of King Mānadeva at Changu Narayan. Journal of the American
Oriental Society, 109(4), 611–620. https://doi.org/10.2307/604086
Risk Sensitive Land Use Plan of Changu Narayan Municipality https://www.changunarayanmun.gov.
np/sites/changunarayanmun.gov.np/files/documents/RSLUP_ChanguNarayan_DraftFinal_
June_2019%281%29.pdf
Thapa, D. R. (2018). Seismicity of Nepal and the Surrounding Region. Bulletin of the Department of
Geology, 20, 83–86.

3 Appendix

List of Resource Persons(As of 2022 October)
Yoshio NAKATANIChancellor,
Ritsumeikan University
Valerie Magar
Unit Manager,
ICCROM
Kenzo TOKI
Special Research Fellow,
Institute of Disaster Mitigation for Urban Cultural
Heritage, Ritsumeikan University
Dowon KIM
Associate Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
UNESCO Co-Chair Professor
Rohit JIGYASU
Project Manager,
Urban Heritage, Climate Change & Disaster Risk
Management,
ICCROM
Takeyuki OKUBO
Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
UNESCO Chair Professor
Ksenia CHMUTINA
Reader in Sustainable and Resilient Urbanism,
School of Architecture, Building and Civil
Engineering,
Loughborough University
Lee BOSHER
Professor of Disaster Riske Management,
Water Engineering and Development Center,
School of Architecture, Building and Civil
Engineering,
Loughborough University

140

Shinta YOSHITOMI
Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
Masamitsu FUJIMOTO
Associate Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
Yoshifumi SATOFUKA
Professor,
Department of Civil and Environmental
Engineering,
College of Science and Engineering,
Ritsumeikan University
Keiji YANO
Professor,
Department of Humanities, Geography Major,
College of Letters, Ritsumeikan University
Osamu OBA
Professor,
Disaster Mitigation for Urban Cultural Heritage,
Kinugasa Research Organization,
Ritsumeikan University.
Kenji KISHIMOTO
Chief,
Prevention Division, Prevention Department,
Kyoto City Fire Department
Ryusuke KODANISupervising Manager,
Cultural Heritage Disaster Risk Management
Center, Japan
Lata SHAKYAAssociate Professor,
Disaster Mitigation for Urban Cultural Heritage,
Kinugasa Research Organization,
Ritsumeikan University

Elke SELTER
Leverhulme Research Fellow,
British Institute for International and Comparative
Law

Giovanni BOCCARDI
Former Head,
Emergency Response Unit,
UNESCO World Heritage Centre

Aparna TANDON
Senior Programme Leader,First Aid and Resilience for Cultural Heritage inTimes of Crisis | Digital Heritage,
ICCROM

Boyoung CHA
Director,
Office of Planning and Management,
ICHCAP

Yoshihiro HIRAOKA
Professor,
Architecture Design Laboratory,
Department of Design Information,
Miyagi University
Tommaso EMPLER
Associate Professor,
Department of History, Representation and
Restoration of Architecture,
Sapienza University of RomeElena ISAYEV
Professor of Ancient History and Place DAAD Guest
Professor,
Philosophy Faculty, Potsdam University,
Department of Classics and Ancient History
University of Exeter
Elena MAMANI
Project Manager,
Deputy Head of Office,Cultural Heritage without Borders

Junko FURIHATA
Chair,
Department of Conservation Science
Kyoto National Museum

Ameneh KARIMIAN
Senior Researcher,
Post-Disaster Reconstruction & Rehabilitation
Research Group,
Natural Disasters Research InstituteWesley CHEEK
Lecturer in Human Geography,
History, Geography & Social Sciences,
Edge Hill University

David Antonio TORRES CASTRO
BA, Cultural Heritage Conservation
MSc, Risk, Disaster & Resilience National Agency for
the Conservation of Cultural Heritage, INAH

Tomoya INAGAKISpecialist for Cultural Properties/ Architect,
Architecture and Other Structures Division,
Department of Cultural Properties,
Agency for Cultural Affairs, Government of Japan

Katrīna KUKAINE
Strategic Development Specialist,
The National Library of Latvia

Eugene JO
Programme Manager,
World Heritage Leadership,
ICCROM

Appendix

Rohit RANJITKAR
Nepal Program Director,
Kathmandu Valley Preservation Trust

Dave Paul ZERVAAS
Programme Management Officer,
United Nations Office for Disaster Risk Reduction

Sayma IQBAL
Project Lead,
Indian National Trust for Art and Cultural Heritage(INTACH) Kashmir Chapter
Vinka MARINKOVIć
Conservation Restorer,
Croatian Conservation Institute141

Joeseph KING
Director,
Partnership and Communication,
ICCROM
Hirofumi IKAWA
Project Manager (Japanese secondment),
ICCROM

List of Participants
Amalija PAVLIĆ
Senior Adviser,
Institute for the Restoration of Dubrovnik
Amanda Emma OHS
Senior Heritage Advisor,
Christchurch City Council

Jean Francois LAFLEUR
Site Manager,
Le Morne Heritage Trust Fund
Martin Nicolás FERNÁNDEZ-ORDÓÑEZ
Curator of Casa Popenoe,
Francisco Marroquin University
Masoud NAKHAEI
Earthen Structures Conservation & Climate Change
Risk Management Consultant,
Pasargadae and Persepolis World Heritage Sites

Birsen INCEL
Technical Expert (MSc Architect-Restoration
Specialist),
Directorate of Gallipoli Historic Site

Michel Louis DE L’HERBE
Consultant in Emergency Management and Public
Safety,Michel De L’Herbe Emergency Management
Consulting MGMT

Chao-Shiang LI
Associate Researcher & Adjunct Assistant Professor,
Cultural Properties Research Center / Developmentof Interior Design,
China University of Technology

Natalie Ann DE LA TORRE SALAS
Public Archaeology Outreach Coordinator,
Southwest Region,
Florida Public Archaeology Network,
Florida Atlantic University

Chris Soliz
Adjunct Instructor,
Emergency & Disaster Management,
Western Carolina University

Raghda Nasr EL. NEZORY
Inspector,
The Ministry of Tourism and Antiquities

Evan OXLAND
Built Heritage Advisor,
Parks Canada Agency, Indigenous Affairs
and Cultural Heritage Directorate,
Built Heritage Unit – National Office142

Federico ZAINA
Research Fellow,
Department of Architecture, Built Environment,
Construction Engineering, Politecnico di Milano
Adjunct Professor,
Department of History and Culture, University of
Bologna

Rana Nadim DUBEISSY
Project Coordinator,
BILADI NGO
Suraj GAUTAM
Executive Director,
Institute of Himalayan Risk Reduction

List of Observers
Arkebe Negash KIBATU
Herutage Conservator,
Authority for research and conservation of cultural
heritage
Hernandez Oroza ALBERTOHead of Department,
Department of Diagnosis and Surveying,
Historic Center of Havana
Mara POPESCU
Lecturer,
George Emil Palade University of Medicine,
Pharmacy, Science and Technology of Târgu Mureș
Ana Teresa Teves REIS
Researcher (Cultural Heritage),
University of Évora, City UniMacau Chair on sustainable Heritage; HERCULES Laboratory

Appendix

David Robert MASON
Senior Heritage Specialist,
Public Works Advisory
Priyanka Dhiraj PANJWANI
1. Conservation Architect (Freelance)
2. Co-ordinator, National Scientific Committee on
Risk Preparedness,
ICOMOS India

143

Photos of ITC 2022

144

Opening Remarks from Chancellor of Ritsumeikan University, Prof Yoshio
NakataniGroupwork on Disaster Risk Reduction on Disaster Risk Production
Considering Urban Challenges in Historic Urban Areas

Opening Remarks from Ms. Valerie Magar, ICCROM

Workshop on Disaster Imagination Game (DIG)

Site Visit Video: Disaster Mitigation Preparedness (Fukuchiyama)

Lecture on Seismic Performance of Japanese Historical Structures

Site Visit Video: Disaster Mitigation Preparedness (Kozagawa)

Lecture on Landslide Assessment

Lecture on Emergency Response Utilizing Traditional Knowledge by
Community in Nepal

Lecture on GIS for Disaster Management of Historical Cities and Cultural
Heritage

Lecture on Cultural Heritage Disaster Risk Management System andResponse in the Event of a Disaster in Japan

Lecture on Traditional Knowledge for Disaster Mitigation in JapaneseHouses

Lecture on Formulation of Scenarios

Lecture on Disaster Mitigation for Cultural Heritage by Kyoto City Fire
Department

Lecture on Conflict Analysis for Cultural Heritage

Appendix

Lecture on Climate Change and Risk Prevention

145

146

Workshop on scenario approach & Role Play

Lecture on Disaster Recovery through a Social Science Lens

Lecture on Post Disaster Recovery Process in Tohoku

Panel Discussion on Traditional Knowledge for DRM of Cultural Heritage

Lecture on Assessment Risk Management: BIM Procedures

Panel Discussion on Traditional Knowledge for DRM of Cultural Heritage

Lecture on DRM System in Kyoto National Museum

Panel Discussion on Traditional Knowledge for DRM of Cultural Heritage

Discussion with Former Participants on Challenges for Making DRM Plans
of Cultural Heritage

Lecture on Governmental Policies of Disaster Risk Management for
Cultural Properties

Discussion with Former Participants on Challenges for Making DRM Plans
of Cultural Heritage

Lecture on Recent Development and Emergency Response to Cultural
Heritage in Crisis Situations

Discussion with Former Participants on Challenges for Making DRM Plans
of Cultural Heritage

Discussion with Former Participants on Challenges for Making DRM Plans
of Cultural Heritage

Final Day！All the Participants and Resource Persons

Appendix

Lecture on Management System and Management Planning for Heritage
Sites

147

Ichiburi district, Kozagawa-cho: a small village with traditional knowledge to reduce flood damage.